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HomeMy WebLinkAbout2004 10-13 CCP Regular Session Public Copy AGENDA CITY COUNCIL STUDY SESSION October 13, 2004 6:00 P.M. City Council Chambers 1. City Council Discussion of Agenda Items and Questions - Agenda Item lob, Financial Advisory Services Review 2. Discussion of Work Session Agenda Items as Time Permits 3. Miscellaneous 4. Adjourn • * * CITY COUNCIL MEETING REVISED City of Brooklyn Center October 13, 2004 AGENDA 1. Informal Open Forum With City Council — 6:45 p.m. provides an opportunity for the public to address the Council on items which are not on the agenda. Open Forum will be limited to 15 minutes, it is not televised, and it may not be used to make personal attacks, to air personality grievances, to make political endorsements, or for political campaign purposes. Council Members will not enter into a dialogue with citizens. Questions from the Council will be for clarification only. Open Forum will not be used as a time for problem solving or reacting to the comments made but, rather, for hearing the citizen for informational purposes only. 2. Invocation — 7 p.m. 3. Call to Order Regular Business Meeting —The City Council requests that attendees turn off cell phones and pagers during the meeting. 4. Roll Call • 5. Pledge of Allegiance 6. Council Report 7. Approval of Agenda and Consent Agenda —The following items are considered to be routine by the City Council and will be enacted by one motion. There will be no separate discussion of these items unless a Councilmember so requests, in which event the item will be removed from the consent agenda and considered at the end of Council Consideration Items. a. Approval of Minutes — Councilmembers not present at meetings will be recorded as abstaining from the vote on the minutes. 1. September 27, 2004 — Study Session 2. September 27, 2004 — Regular Session 3. September 27, 2004 — Work Session b. Licenses C. Resolution Declaring a Public Nuisance and Ordering the Removal of Diseased Trees • *REVISED * CITY COUNCIL AGENDA -2- October 13, 2004 d. Resolution Authorizing a Contract with Xcel Energy for Installation of Street Lights Within the Northport Area Neighborhood Street and Utility Improvement Project e. Resolution Amending the 2004 Central Garage Budget to Provide for the Early Order /Purchase of Five 2005 Ford Crown Victoria Police Patrol Vehicles Approved in the 2005 Capital Outlay Budget 9. Public Hearing Item a. An Ordinance Amending Sections 11 -509, 11 -610, and 11 -710 of the City Code Relating to the Licensing of Establishments for the Sale of Alcoholic Beverages -Requested Council Action: — Motion to open Public Hearing. —Take public input. — Motion to close Public Hearing. — Motion to adopt ordinance. • 10. Council Consideration Items a. Resolution Transferring General Fund Balance for Capital Purposes -Requested Council Action: — Motion to adopt resolution. b. Financial Advisory Services Review -Requested Council Action: - Motion to appoint Financial Commissioners and City Council Members to Review Committee. C. Resolution Authorizing the Use of Technology Fund Monies to Match Funds Required for Department of Public Safety, Division of Homeland Security and Emergency Management Grant - Requested Council Action: — Motion to adopt resolution. d. Resolution Providing for the Issuance and Sale of $1,010,000 General Obligation Special Assessment Bonds, Series 2004C -Requested Council Action: — Motion to adopt resolution. 11. Adjournment e City Council Agenda Item No. 7a • MINUTES OF THE PROCEEDINGS OF THE CITY COUNCIL OF THE CITY OF BROOKLYN CENTER IN THE COUNTY OF HENNEPIN AND THE STATE OF MINNESOTA STUDY SESSION CITY HALL - COUNCIL CHAMBERS SEPTEMBER 27, 2004 CALL TO ORDER STUDY SESSION The Brooklyn Center City Council met in Study Session and was called to order by Mayor Myrna Kragness at 6:00 p.m. ROLL CALL Mayor Myrna Kragness, Councilmembers Kathleen Carmody, Kay Lasman, Diane Niesen, and Bob Peppe. Also present were Acting City Manager Curt Boganey, Director of Public Works /City Engineer Todd Blomstrom, Community Development Director Brad Hoffman, and Deputy City Clerk Maria Rosenbaum. CITY COUNCIL DISCUSSION OF AGENDA ITEMS AND QUESTIONS • Councilmember Lasman discussed that she would like an amendment to the September 13, 2004, study session minutes to read the following: P age 1 Councilmember Lasman inquired if there would only be three public meetings in total outlined in the target dates for the redevelopment focus. City Manager Michael McCauley informed that the three public meetings was a typical number. Councilmember Lasman questioned if the language should be amended in a section of the September 13, 2004, Economic Development Authority (EDA) minutes to read the following: Page 2 Mr. McCauley questioned if the Commission would like to consider starting the proposed process and introduce a task force in June to review the development proposals prior to the selection of the developer. This would push back the timeline; however, if the Council is going to ask people to serve on a task force, the task force needs to have its responsibility established and the process designed to facilitate meaningful input from the task force. It was the consensus of the Council to approve the minutes with those requested amendments. • 09/27/04 -1- DRAFT Councilmember Niesen questioned if the word maximum was needed in the section of the minutes • on page 10, agenda item 9d, of the Regular City Council Meeting minutes. Acting City Manager Curt Boganey discussed that the 2005 proposed levy is proposed at the maximum and that it can be reduced if needed. Mr. Boganey discussed that there was an amendment for the exhibit with EDA agenda item 4a. The language for October 11, 2004, Amend TIF Budget /Plan will be amended to also read Resolution Calling for the Sale of the Tax Increment Financing (TIF) Bonds. This action would allow the sale of the TIF bonds as scheduled on November 8, 2004. Councilmember Carmody informed that she would like to discuss the proposed amendments to the August 16, 2004, Joint Work Session with Financial Commission meeting from Councilmember Niesen. Councilmember Carmody expressed that she believes bullet number two should be amended to remove the sentence from Mr. McCauley and that bullet numbers three and four should not be included since bullet number three is too detailed and bullet number four was not on the topic of the meeting. Councilmember Niesen discussed that she believes this language is needed to help provide the basis for understanding Council movement and direction with the budget process. Councilmember Carmody informed that she would not vote on these proposed amendments. DISCUSSION OF WORK SESSION AGENDA ITEMS AS TIME PERMITS FUND BALANCE TRANSFER FOR STREET RECONSTRUCTION, CAPITAL • PROJECTS, AND TECHNOLOGY FUNDS Mr. Boganey discussed that the City Manager is proposing to transfer $940,464 of the General Fund Balance as follows: Street Reconstruction Fund $620,464 Capital Projects Fund $100,000 Technology Fund $220,000 The City's auditor suggested that the City might wish to revisit the City's Fund Balance Policy and the Financial Commission began that process. Staff is drafting a revised policy for the Financial Commission review with the general direction given by the Financial Commission to increase the Fund Balance target to 50 — 52 percent of the upcoming budget year. Mayor Kragness questioned if the proposed amount of $220,000 for the Technology Fund would be needed since the City was receiving a rebate of $23,000 from Microsoft. Mr. Boganey discussed that the proposed amount for the Technology Fund relates to the City's match to grant funding to convert to the 800 MHz radio system. Councilmember Niesen expressed that she wants to make sure that all the research has been done before purchasing the 800 MHz system. Mr. Boganey discussed that the 800 MHz system had been around for at least ten years and that it had taken the State many years to adopt the system. The 800 • MHz system would be the solution for the next ten years and in the meantime, the City needs to be compatible with the 800 MHz system. 09/27/04 -2- DRAFT O Councilmember Lasman inquired if the City were to purchase two consolettes for the dispatch center can they be turned over or sold at a later date. Mr. Boganey informed that he would have to check and report back to the Council. MISCELLANEOUS There were no miscellaneous items discussed. ADJOURNMENT A motion by Councilmember Carmody, seconded by Councilmember Lasman to adj ourn the Study Session at 6:40 p.m. Motion passed unanimously. City Clerk Mayor • s 09/27/04 -3- DRAFT MINUTES OF THE PROCEEDINGS OF THE CITY COUNCIL OF THE CITY OF BROOKLYN CENTER IN THE COUNTY OF HENNEPIN AND THE STATE OF MINNESOTA REGULAR SESSION SEPTEMBER 27, 2004 CITY HALL - COUNCIL CHAMBERS 1. INFORMAL OPEN FORUM WITH CITY COUNCIL CALL TO ORDER INFORMAL OPEN FORUM The Brooklyn Center City Council met in Informal Open Forum at 6:45 p.m. ROLL CALL Mayor Myrna Kragness, Councilmembers Kathleen Carmody, Kay Lasman, Diane Niesen, and Bob Peppe. Also present were Acting City Manager Curt Boganey, Director of Public Works /City Engineer Todd Blomstrom, Community Development Director Brad Hoffman, City Attorney Charlie LeFevere, and Deputy City Clerk Maria Rosenbaum. Mary O'Connor, 5429 Lyndale Avenue North, addressed the Council to discuss the Smart Growth • Project and question the costs that will be incurred by the City. Mayor Kragness informed that the costs are unknown and that the stages for the project are all preliminary at this time. A motion by Councilmember Lasman, seconded by Councilmember Carmody to adjourn the Informal Open Forum. Motion passed unanimously. 2. INVOCATION Nate Bergengren, Director of Youth Ministries, Cross of Glory Lutheran Church, offered the Invocation. 3. CALL TO ORDER REGULAR BUSINESS MEETING The Brooklyn Center City Council met in Regular Session and was called to order by Mayor Myrna Kragness at 7:02 p.m. 4. ROLL CALL Mayor Myrna Kragness, Councilmembers Kathleen Carmody, Kay Lasman, Diane Niesen, and Bob Peppe. Also present were Acting City Manager Curt Boganey, Public Works Director /City Engineer Todd Blomstrom, Community Development Director Brad Hoffman, City Attorney Charlie • LeFevere, and Deputy City Clerk Maria Rosenbaum. 09/27/04 -1- DRAFT 5. PLEDGE OF ALLEGIANCE e The Pledge of Allegiance was recited. 6. COUNCIL REPORT Councilmember Carmody reported that she attended a Brainerd City Council meeting and discussed their process for Council meetings. Councilmember Lasman reported that she attended the following: September 15 Crime Prevention Meeting September 16 Special Events Committee Meeting September 21 Park and Recreation Commission Meeting September 22 Global Furniture Open House National Mobilization to Elevate the Issue of Education at the new Earle Brown Elementary School September 23 Evergreen Picnic and Dance Chamber of Commerce Business Fair Councilmember Niesen reported that the Housing Commission continues to discuss senior housing and that they will make a recommendation soon for senior housing to be included in the Comprehensive Plan. She informed that there is a lot of interest in the Housing Commission to e review the materials to date and if there is any citizen interested in inputting comments on what type of senior housing should focused on to contact Mark Yelich, Housing Commission Chair. Mayor Kragness commended and congratulated Councilmember Lasman on reaching the bronze level and receiving a Certificate of Achievement in the Leadership Program with the National League of Cities. Mayor Kragness read a postcard she received from the Christian Life Center. Mayor Kragness discussed an organization called Hearts and Hammers and the home that they had adopted on 69 Avenue North for the day. The crew from Hearts and Hammers, all volunteers from Target, power washed the home, painted, sanded, seeded the lawn, and re- stained and added railings on the deck. She expressed great appreciation for the hard work all the volunteers did in order to make this property look brand new. Mayor Kragness informed that if there were other homes in Brooklyn Center they are to notify Hearts and Hammers as they do this every year. 7. APPROVAL OF AGENDA AND CONSENT AGENDA There was a motion by Councilmember Carmody, seconded by Councilmember Lasman to approve the agenda and consent agenda with the removal of 7a, 1, August 16, 2004, Joint Work Session with Financial Commission minutes to Council Consideration Item 9h. Motion passed unanimously. 09/27/04 -2- DRAFT • • 7a. APPROVAL OF MINUTES A motion by Councilmember Carmody, seconded by Councilmember Lasman to approve the September 13, 2004, study, regular, and work sessions; and September 15, 2004, Special Session meeting minutes. Motion passed unanimously. 7b. LICENSES A motion by Councilmember Carmody, seconded by Councilmember Lasman to approve the following list of licenses. Motion passed unanimously. MECHANICAL Elite Heating & Air Inc. 11906293 d Avenue NW, Princeton Robert's Repair and Maintenance 3702 Yates Avenue North, Crystal Superior Heating Air and Elec. 2132 2nd Avenue North, Anoka ON -SALE WINE AND 3.2 PERCENT MALT LIOUOR Note: These licenses are contingent on certificate of occupancy and proof of liquor liability insurance Great India 6056 Shingle Creek Parkway • PUBLIC DANCE Coyote Grille 2101 Freeway Boulevard RENTAL Renewal: 4207 Lakeside Avenue North #123 - Donna Kabanuk Initial: 3900 Janet Lane - Keith Carlson 5925 Washburn Avenue North - Cheng Lor 7c. RESOLUTION DECLARING A PUBLIC NUISANCE AND ORDERING THE REMOVAL OF DISEASED TREES RESOLUTION NO. 2004 -128 Councilmember Carmody introduced the following resolution and moved its adoption: RESOLUTION DECLARING A PUBLIC NUISANCE AND ORDERING THE REMOVAL OF DISEASED TREES The motion for the adoption of the foregoing resolution was duly seconded by Councilmember Lasman. Motion passed unanimously. • 09/27/04 -3- DRAFT 7d. RESOLUTION ACCEPTING WORK PERFORMED AND AUTHORIZING • FINAL PAYMENT, IMPROVEMENT PROJECT NO. 2004-09,2004 STREET SEAL COATING RESOLUTION NO. 2004 -129 Councilmember Carmody introduced the following resolution and moved its adoption: RESOLUTION ACCEPTING WORK PERFORMED AND AUTHORIZING FINAL PAYMENT, IMPROVEMENT PROJECT NO. 2004 -09, 2004 STREET SEAL COATING The motion for the adoption of the foregoing resolution was duly seconded by Councilmember Lasman. Motion passed unanimously. 7e. RESOLUTION APPROVING QUOTATION AND AWARDING CONTRACT, 2004 GRANDVIEW PARK TENNIS COURT IMPROVEMENTS, IMPROVEMENT PROJECT NO. 2004-16, CONTRACT 2004 -J RESOLUTION NO. 2004 -130 Councilmember Carmody introduced the following resolution and moved its adoption: RESOLUTION APPROVING QUOTATION AND AWARDING CONTRACT, 2004 • GRANDVIEW PARK TENNIS COURT IMPROVEMENTS, IMPROVEMENT PROJECT NO. 2004 -16, CONTRACT 2004 -J The motion for the adoption of the foregoing resolution was duly seconded by Councilmember Lasman. Motion passed unanimously. 8. APPEARANCE -BOB MUSIL, EXECUTIVE DIRECTOR OF THE MINNEAPOLIS METRO NORTH CONVENTION AND VISITORS BUREAU Bob Musil, Executive Director of the Minneapolis Metro North Convention and Visitors Bureau, addressed the Council to introduce himself as the new executive director. He discussed that the City of Brooklyn Center has been an active member of the Convention and Visitors Bureau (CVB) since 1987 and that the City's participation with the CVB helps direct a portion of dollars to Brooklyn Center. In the City of Brooklyn Center there are 1,032 guest rooms in lodging properties with a gross estimated lodging receipts of $8.5 Million, which equates to over 94,000 room nights sold in Brooklyn Center and guests totaling over 212,000. /27/0 - • 09 4 - DRAFT 4 I • Mr. Musil discussed the CVB Board and staff and informed that they are responsible for producing several marketing pieces for the area including the official visitors guide, passport of savings to different lodging and non - lodging businesses, produce maps, a comprehensive meeting planners guide, and more. Some of the other benefits that the City of Brooklyn Center receives by the active involvement with the CVB is the distribution of Brooklyn enter materials and referrals to Brooklyn klyn Center businesses. Mr. Musil informed that in accordance with the CVB's agreement with the City of Brooklyn Center he will be back in early November to give an annual report and present the 2005 budget and plan of activities. Councilmember Niesen questioned how many cities the $1.3 Million budget covers and how the budget is split. Mr. Musil discussed ten cities and that they market collectively ten cities as a regional destination. Councilmember Niesen questioned if they are able to predict what they will see for year to year. Mr. Musil informed they are trying to do a lot more in the way of research right now and they are noticing some trends within Brooklyn Center that are concerning. They will be talking to City staff about ways in which the CVB can help. 9. COUNCIL CONSIDERATION ITEMS 9a. RESOLUTION EXPRESSING APPRECIATION FOR THE DONATION OF THE BROOKLYN CENTER LIONS CLUB IN SUPPORT OF THE ANNUAL HALLOWEEN PARTY AND HOLLY SUNDAY ACTIVITIES Mayor Kragness read the resolution expressing appreciation for the gifts of $500 for the annual Halloween Party and $2,000 for the annual Holly Sunday activities from the Brooklyn Center Lions Club. RESOLUTION NO. 2004 -131 Councilmember Carmody introduced the following resolution and moved its adoption: RESOLUTION EXPRESSING APPRECIATION FOR THE DONATION OF THE BROOKLYN CENTER LIONS CLUB IN SUPPORT OF THE ANNUAL HALLOWEEN PARTY AND HOLLY SUNDAY ACTIVITIES The motion for the adoption of the foregoing resolution was duly seconded by Councilmember Lasman. Motion passed unanimously. • 09/27/04 -5- DRAFT 9b. PROCLAMATION DECLARING OCTOBER 3 -9, 2004, TO BE FIREFIGHTER RECOGNITION AND FIRE PREVENTION WEEK • Mayor Kragness read the Proclamation Declaring October 3 -9, 2004, to be Firefighter Recognition and Fire Prevention Week. A motion by Councilmember Lasman, seconded b Councilmember Peppe to adopt Proclamation Y P Declaring October 3 -9, 2004, to be Firefighter Recognition and Fire Prevention Week. Motion passed unanimously. 9c. SOFTWARE REBATE FROM MICROSOFT Acting City Manager Curt Boganey discussed that the City received a $23,000 rebate check in connection with the software licensing from Microsoft. Research had been undertaken by IT Coordinator Patty Hartwig and in addition to the rebate, the changed software licensing will result in annual cost reductions. Mr. Boganey discussed that the rebate is being recommended for deposit in the Technology Fund since this relates to technology costs. A motion by Councilmember Niesen, seconded by Councilmember Carmody to approve the rebate deposit of $23,000 into the Technology Fund. Motion passed unanimously. Mayor Kragness expressed thanks to Ms. Hartwig and to all other City staff that go above and beyond their required job responsibilities. • 9d. AN ORDINANCE REPEALING SECTIONS 19 -301 THROUGH 19 -310 OF THE CITY CODE OF ORDINANCES REGULATING THE PRESENCE OF MINORS UNDER THE AGE OF EIGHTEEN YEARS ON PUBLIC STREETS AND OTHER PLACES BETWEEN CERTAIN HOURS, AND DEFINING DUTIES OF PARENTS AND OTHERS IN CARE OF MINORS Mr. Boganey discussed this ordinance repealing Sections 19 -301 through 19 -310 of the City Code of Ordinances is recommended for approval of first reading and to set second reading and public hearing on October 25, 2004. A motion by Councilmember Carmody, seconded by CouncilmemberNiesen to approve first reading and set second reading and public hearing on October 25, 2004. Councilmember Lasman expressed that by repealing the City's ordinance and using Hennepin County's ordinance the City will have a stronger, more detailed ordinance to regulate curfews. Mayor Kragness questioned if the City will have copies of Hennepin County's ordinance available. Mr. Boganey responded that there will be copies available at the City and that people may also view Hennepin County's Website. 09/27/04 -6- DRAFT • Motion passed unanimously. 9e. RESOLUTION ESTABLISHING FEE FOR POTENTIALLY DANGEROUS AND DANGEROUS DOG REGISTRATION Mr. Boganey discussed that this resolution would establish a $35 annual fee for potentially dangerous and dangerous dog registrations. This fee would cover the administrative costs and the costs of providing the owner with a warning symbol. Mayor Kragness questioned if those who are registered would need to provide additional insurance. Mr. Boganey responded that they would need to provide additional insurance. RESOLUTION NO. 2004-132 Councilmember Lasman introduced the following resolution and moved its adoption: RESOLUTION ESTABLISHING FEE FOR POTENTIALLY DANGEROUS AND DANGEROUS DOG REGISTRATION The motion for the adoption of the foregoing resolution was duly seconded by Councilmember Carmody. Motion passed unanimously. 9f. MAYORAL APPOINTMENT TO PLANNING COMMISSION Mayor Kragness requested ratification of her appointment of Rachel Lund to the Planning Commission with term expiring December 31, 2005. A motion by Councilmember Lasman, seconded by Councilmember Carmody to ratify Mayoral nomination of Rachel Lund to the Planning Commission with term expiring December 31, 2005. Motion passed unanimously. 9g. INVITATION FROM CITY OF PLYMOUTH TO PARTICIPATE IN WATERSHED DISCUSSION Mr. Boganey discussed that the City had received an invitation from the City of Plymouth to participate in the discussion of long term capital strategies for the two watershed commissions and that City Manager Michael McCauley suggested that the Council appoint one member. Councilmember Carmody expressed that she would like to volunteer to participate. • 09/27/04 -7- DRAFT Councilmember Niesen expressed that she would like to volunteer to participate and discussed that • she is interested in these discussions because she has attended many meetings for the watersheds; lives on Twin Lake; is up -to -date on what is going on with the Joslyn area; and has a high level of interest for the environmental aspects and direct vested interested in what is going on since she had lived on Twin Lake for approximately 16 years. Councilmember Peppe discussed that he believes that both Council Members Carmody and Niesen are qualified to participate; and agrees with Councilmember Niesen that she has done a lot of study and shows a lot of knowledge. City Attorney Charlie LeFevere discussed that he does not believe that the group will have any independent decision - making and that the meetings are intended to be a way to bring information back to City Councils for decisions and would be surprised if they objected to having more than one elected official. Mayor Kragness suggested that both Council Members Carmody and Niesen attend the first planning meeting and then at that point they can decide who will continue to attend the meetings. A motion by Councilmember Lasman, seconded by Councilmember Peppe to appoint Council Members Carmody and Niesen to participate in the watershed discussions. Motion passed unanimously. 9h. AUGUST 16, 2004, JOINT WORK SESSION MINUTES WITH FINANCIAL • COMMISSION MINUTES Councilmember Niesen expressed that it was her understanding that the minutes should capture items of discussion that reflect the thoughts and opinions of the Council and upon review and reflection, help provide the basis for understanding the Council movement and direction. She had been asked by the Council to have her requested amendments in writing and that is what she had prepared. Councilmember Carmody discussed that she would be willing to have the first two bullets proposed by Councilmember Niesen added to the minutes; however, she would vote against bullets three and four. Mayor Kragness discussed that she would not see it to be harmful to have these proposed amendments included with the August 16, 2004, minutes. Councilmember Lasman informed that her and Councilmember Peppe would have to abstain since neither of them were at the August 16, 2004, meeting. A motion by Councilmember Niesen, seconded by Councilmember Carmody to approve the August 16, 2004, Joint Work Session minutes with the proposed amendments requested by Councilmember Niesen. Councilmember Carmody voted nay. Council Members Lasman and Peppe abstained. • 09/27/04 -8- DRAFT • Motion passed. 10. ADJOURNMENT There was a motion by Councilmember Lasman, seconded by Councilmember Carmody to adjourn the City Council meeting at 7:56 p.m. Motion passed unanimously. City Clerk Mayor • 0 09/27/04 -9- DRAFT MINUTES OF THE PROCEEDINGS OF THE CITY COUNCIL • OF THE CITY OF BROOKLYN CENTER IN THE COUNTY OF HENNEPIN AND THE STATE OF MINNESOTA CITY COUNCIL WORK SESSION SEPTEMBER 27, 2004 CITY HALL - COUNCIL CHAMBERS Note: All Work Session items were discussed at the Study Session. FUND BALANCE TRANSFER FOR STREET RECONSTRUCTION, CAPITAL PROJECTS, AND TECHNOLOGY FUNDS MISCELLANEOUS • 09/27/04 -1- DRAFT City Council Agenda Item No. 7b City of Brooklyn Center A Millennium Community W Michael J. McCauley, City Manager FROM: Maria Rosenbaum, Deputy City y CLerk DATE: October 7, 2004 The following companies /persons have applied for City licenses as noted. Each company /person has fulfilled the requirements of the City Ordinance governing respective licenses, submitted appropriate applications, and paid proper fees. Licenses to be approved by the City Council on October 13, 2004 are as follows: MECHANICAL Walter Mechanical 1169 East Cliff Road, Burnsville Albers Mechanical Contractors 200 West Plato Boulevard, St. Paul Sharp Heating & A/C 7221 University Avenue NE, Fridley RENTAL Renewal: Marvin Garden Townhomes (52 Units) - Redevco Marvin Garden LTD One burglary call and one weapons call Twin Lake North Apartments (276 Unites) - TLN LA NEL 7 disturbance calls in the last 12 months (That is the total nuisance related calls for this complex) 5501 Brooklyn Boulevard - Mainsl Properties Zero calls for service 5825 Colfax Avenue North - Beulah Hill On 8/16/04, one 911 hang -up call that was false S 5740 Dupont Avenue North - Dion Properties, Inc. Zero calls for service 5806 Emerson Avenue North - Robert Lindahl On 12/14/03, one assault call for two adults fighting 6406 Indiana Avenue North - William Coleman . One disturbance call on 7/4/04 and a second on 6/26/04 Initial: 5333 Brooklyn Boulevard - Malyum Ali Zero calls for service in last 12 months 5548 Dupont Avenue North - John Lindahl Zero calls for service in last 12 months 5303 Fremont Avenue North - Leonardo Deluna Zero calls for service in last 12 months 5440 Humboldt Avenue North - Sharon Kotula One disturbance call on 1/9/04 and a second on 3/2/04 6907 Quail Avenue North - Tony and Carmen Holder On 6/6/04, one 911 hang -up call that was false 7169 Unity Avenue North - Angelique Brown Zero calls for service in last 12 months 5300 -5304 Vincent Avenue North - Steven Elhardt One disturbance call on 5/1/04 and a second on 12/18/03 for 5300 Zero calls for 5304 Vincent address in last 12 months SIGNHANGER Arrow Designs & Fence Co. 13735 Aberdeen Street NE, Ham Lake G & J Awning & Canvas Inc 1260 10'' Street North, Sauk Rapids Pascual Sips 10856 gn Highway 81, Maple Grove 001 Shingle Creek Parkway Recreation and Community Center Phone & TDD Number Brooklyn Center, MN 55430 -2199 (763) 569 -3400 City Hall & TDD Number (763) 569 -3300 FAX (763) 569 -3434 FAX (763) 569 -3494 www.cityofbrooklynce7?,ter.org I � - City Council Agenda Item No. 7c MEMORANDUM DATE: October 6, 2004 TO: Michael J. McCauley, City Manager FROM: Joyce Gulseth, Public Works Administrative Aide SUBJECT: Resolution Declaring a Public Nuisance and Ordering the Removal of Diseased Trees The attached resolution represents the official Council action required to expedite removal of the trees most recently marked by the City tree inspector, in accordance with approved procedures. It is anticipated that this resolution will be the submitted for council consideration each meeting during the summer and fall as new trees are marked. • adoption: Member introduced the following resolution and moved its RESOLUTION NO. RESOLUTION DECLARING A PUBLIC NUISANCE AND ORDERING THE REMOVAL OF DISEASED TREES WHEREAS, a Notice to Abate Nuisance and Diseased Tree Removal Agreement has been issued to the owners of certain properties in the City of Brooklyn Center giving the owners twenty (20) days to remove diseased trees on the owners' property; and WHEREAS, the City can expedite the removal of these diseased trees by declaring them a public nuisance. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City ofBrooklyn Center, Minnesota that: 1. The diseased trees at the following addresses are hereby declared to be a public nuisance: PROPERTY OWNER --------- - - - - -- ROPERTY ADDRESS - - - - -- TREE NUMBER ----------- - - - - -- - - - --------------- - -- EDWARD DOLL 1201 57 AVE N 373,374 RONALD & BARBARA SYVERSON 6707 CAMDEN AVE N 375 CITY OF BROOKLYN CENTER RIVERDALE PARK 376 DOUGLAS & GEORGENE SANDSTROM 5624 HILLSVIEW RD 377 MONSURU AJASA 4501 WOODBINE LA 378 2. After twenty (20) days from the date of the notice, the property owner(s) will receive a second written notice providing five (5) business days in which to contest the determination of the City Council by requesting, in writing, a hearing. Said request shall be filed with the City Clerk. 3. After five (5) days, if the property owner fails to request a hearing, the trec(s) shall be removed by the City. All removal costs, including legal, financing, and administrative charges, shall be specially assessed against the property. . RESOLUTION NO. Date Mayor ATTEST: City Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. • s City Council Agenda Item No. 7d MEMORANDUM XBRIOjOKL nv TER DATE: October 5, 2004 TO: Michael McCauley, City Manager 1� FROM: Todd Blomstrom, Director of Public Works t SUBJECT: Resolution Authorizing a Contract with Xcel Energy for Installation of Street Lights within the Northport Area Neighborhood Street and Utility Improvement Project Xcel Energy has provided the attached construction contract for'installation of streetlights within the Northport Area Neighborhood Street and Utility Improvement Project. The contract includes the replacement of eleven streetlights as part of Xcel Energy's Designer Plus (formerly Group 5) municipal streetlight leasing program. New streetlight installations would include dark bronze shoebox fixtures on fiberglass poles similar to new streetlights that have been installed on past neighborhood street projects. Streetlights that are currently mounted on existing transmission poles are not scheduled for replacement as part of the Northport project. i The Designer Plus program allows the City to pay the installation cost for new streetlights, but Xcel Energy owns and operates the lights, including all maintenance, for a reduced monthly fee over a period of 25- years. A majority of the streetlights within the City of Brooklyn Center are provided through the Designer Plus or similar leasing program through Xcel Energy. Xcel Energy has informed City staff that they intend to restructure their outdoor lighting programs beginning in 2005 and will no longer offer the Designer Plus program for installation of new streetlights. Detailed information on future streetlight programs through Xcel Energy is not available at this time. Their outdoor lighting representative has indicated that they will be providing this information to municipalities by December 2004. Unfortunately, there is no other cost effective alternative to using the existing streetlight programs currently offered by Xcel at this time. Xcel's poor customer service and incapability to meet design deadlines has resulted late installation of streetlights for the Northport project. City staff will be re- evaluating the long -term management of the street light system prior to proceeding with streetlight replacement for the 2005 neighborhood project. Attached for consideration is a City Council resolution authorizing a contract with Xcel Energy • for installation of streetlight improvements within the Northport Area Neighborhood Street and Utility Improvements project. Member introduced the following resolution and moved its 40 adoption: RESOLUTION NO. RESOLUTION AUTHORIZING A CONTRACT WITH XCEL ENERGY FOR INSTALLATION OF STREETLIGHTS WITHIN THE NORTHPORT AREA NEIGHBORHOOD STREET AND UTILITY IMPROVEMENT PROJECT WHEREAS, the City's Capital Improvement Program for 2004 includes the replacement of certain streetlights within the Northport Area Neighborhood Street and Utility Improvements project area; and WHEREAS, the City desires to replace eleven freestanding street lights with the Northport Area Neighborhood project area; and WHEREAS, Xcel Energy has provided a construction contract in the amount of $52,000.00 to install said streetlights as part of the Designers Plus municipal streetlight leasing program. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center, Minnesota, that: 1. The Mayor and City Manager are hereby authorized and directed to enter into a contract with Xcel Energy in the name of the City of Brooklyn Center to provide for the installation of streetlights within the Northport Area Neighborhood according to the plans and specifications therefore approved by • the City Council and on file in the office of the City Engineer. 2. The contract cost in the amount of $52,000.00 shall be charged to the Street Light Utility Fund. Date Mayor ATTEST: City Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof and the following voted against the same: whereupon said resolution was declared duly passed and adopted. • XcelEnergysm OUTDOOR LIGHTING 825 Rice street St. Paul, MN 55117 Construction Contract Company Owned Equipment Customer: City of Brooklyn Center Attu: Tod d Blomstrom Billing Address: 6301 Shingle -re ek City. Brooklyn Center State: M N Zip Code: 53430 Project charges of Fifty-two tho usand & 00/100 dollars Dollars : 152,000 .00 In accordance with the following terms of payment In advance — Return with Contracts For Association or City of Brooklyn Center Streetlights /Facilities Location: Nport Area Service consisting of The installation of a "Designer Plus" streetlight system consisting of: 9 each 150W dark bronze Shoebox fixtures 2 each 250W dark bronze Shoe box fixtures 9 each 15OW lamps 2 each 25OW lamps 11 each photo controls 11 each 30' direct-set fiberglass poles Prices valid for 30 days Customer and Xcel Energy Outdoor Lighting agree to the attached terms and conditions. Dated this day of 20 Dated this day of 20 Customer. City of Brooklyn Center Northern States Power Company, d /b /a Xcel Energy By: By: Michael L. Swenson, Pres. Northern Title: Tide: States Power Co (WI) as authorized agent for Northern States Power Co. XCEL ENERGY USE ONLY I Date: September 29, 2004 Div: Xcel Enemy Outdoor Lighting Consultant Ed Biel Xcel Energy Project Number. Customer Charges Paid: • Xcel Energy Proprietary & Confidential 9/29/2004 Northport AresrCity Bkl u Ctr Page 1 of 5 Xcel Energysu OUTDOOR LIGHTING 825 Rice Street St. Paul, MN 55117 In this agreement, Northern States Power Company, a Minnesota corporation d /b /a Xcel Energy is called "Xcel Energy" and the Customer is called "I" or "my". Customer and Xcel Energy agree to the following terms and conditions: 1. Request for Outdoor lighting Services. I request that Xcel Energy install outdoor lighting at the location designated above and /or the approximate location as shown on the attached exhibit. I grant Xcel Energy any right, privilege and easement to install, operate and maintain its underground fiacilities on the property. 2. Installation Requirements. I agree that, prior to Xcel Energy starting work: (1) the route of Xcel Energy's service installation shall be accessible to Xcel Energy's equipment; (2) I will remove all obstructions from the route at no cost or expense to Xcel Energy; (3) I will clearly mark all septic tanks, drain- fields, sprinkler systems, water wells, owner - installed electric or pipeline fuplities, or other customer -owned facilities in the installation route; and (4) the ground elevation along the mute shall not be above or more than four inches below the final grade. Xcel Energy will contact the appropriate agency to locate 3-d party utility facilities (phone, cable, etc.) on my property. I agree Xcel Energy is not responsible for damage to customer -owned underground facilities not marked at the time of outdoor lighting service installation. 3. Installation Cost Contribution. I agree to pay an installation cost contribution provided in Project Charges on page one. I understand that I am responsible for any additional installation costs incurred by Xcel Energy because of (1) soil conditions that impair the installation of underground facilities, such as rock formations, etc., and (2) sidewalks, curbing, black tap, paving, sod or other landscaping and obstructions along the cable mute, such as extensive existing underground facilities, etc. 4. Winter Construction Charges. I understand Winter Construction Charges may apply if underground facilities are installed between October 1 and April 15. When construction scheduling does not permit installation of underground facilities to be completed prior to October 1 or after April 15 and Xcel Energy determines winter conditions exist, I agree to pay Winter Construction Charges if I request Xcel Energy to complete the constriction during aforementioned time. Xcel Energy will agree to complete installation at my request if winter condition exists with a frost line of less than 6 inches. If winter conditions exist with a frost line 6 inches or above, construction will be scheduled for after April 15. 5. Restoration. Xcel Energy will restore the boulevard and will backfill the service trench on my property with existing soil so the trench is level and clean. I am responsible for the final compacting, loam, seeding; sod or watering of service trench at my expense unless otherwise noted on page one of this contract. I will also be responsible for restoration in areas where I have exposed my underground facilities listed above. 6. Relocating Facilities. I agree to pay the cost of relocating any portion of underground facilities made to accommodate me or required due to altering of grade, additions to structures, installation of patios, decks, gardens, sidewalks, curbing, paving, blacktop, sod, landscaping or any other condition which makes maintenance of the Xcel Energy's facilities impractical. 7. Maintenance. I request and authorize Xcel Energy to maintain the entire streetlight system under the terms and conditions as described in m current Operations & Maintenance signed contract with Xcel En and this shall be Y OP T� Energy effective upon completion date of the streetlight installation. Xcel Rnerav Pmnrietary & Confidential 9 /29/2004 TERMSAIVD CONDrrIONS I. Acceptance. Acceptance of Northern States Power Company, d /bla XCEL ENERGY XL S , proposal is ted to accep a of the e$press terms of x "• 'S �ropo zl and the offer contained therein and these terms (ref�erermces herein to this "Agreement shall s be a reference to the ro osal and all such terms). Any additional or rerent terms roposed by C ustomer, or an att et Customer to nary in any degree any of the terms to tmis� ement m Customers acceptance, are hereby o� cted to and reject and @ such additional or`different terms shall not operate as a rejection o offer unless ' variances are with respect to terms involving time desm tenon, quanti price or delrJe,� in :MS, schedule of the work be performed by XE des ed ro osal a term "Work means the sup 1 � p aa ma � ,,pp P ternals an th work of XL expr� s'sl described in XE'S roposa�,pp such oan diptional bor or different an term sha o r ll b e deemed a material %Lraton hereof; and (u) XE'S of� sha be deemed arc ted by Customer without said additional or different terms. If a prior offer has been made E by Customer with respect to the Work, 3WS acceptance of Customer's offer is expressly conditional on Customer's assent to the terms contained in this ent XE'S quotat m'on or roposal (and an quoiatuons contained therein) will expire 30 dafrom its issuance date unless otherwise stated in the quotation or extended in writing by XF— 2. Warranties. XE shall erform the Work �'n safe and rofessional manner in accordance with all ap hcable codes, stsn regulations and aws. XE s�iall repair, replace or correct to Customer's sa�s{�ct ion all faulty or su tangy work or defects in materials wfuch appear within rm* et , (90) days from the date of comp ,lion of tine Work. Ac of the Work or p ayment b yy Customer shall not affect this oblipa THE WARRANTIES SET FORTH IN THIS AG REEEMEIVVT' ARE EXCLUSIVE AND IN LiEII OF ALL STATUTORY OR IMPLIED WARRANTIES (INCLUDING ANY IMPLIED WARRANTY OF MERCHANTABIISTY OR ANY IMPLIED WARRANTY OF FITNESS FOR PARTICULAR PURPOSE). 3. Limitation Q Remedies. IN NO EVENT, BASED ON CONTRACT, INDE1 ENVY WARRANTY, TORT (INCLUDING NEGLIGENCE), Mucr uABmm OR OTHERWIS SHALL Xv BE LIABLE TO CUSTYOMER FOR SPECIAL, INDIRECT INCIDENTAL, OR CONSEQUENTIAL DAMAGES WHATSOEVER INCLUDING, OUT LIIVICTA ION LOSS OF PROFITS OR REVENUE. In no event whatsoever shall XE ever be liable to Customer for any damages or other amounts • umcluding, without limitation, direct or actual damages), whether arising m contract or tort u8r ik; uding, without limittion, negligence) or otherwise, under or m connection with this ement or th Work, m an amount, inn the egate, m excess of time total price paid for the any and al� claims for damages in excess osuch amount beamg �h�ereby forever waved and released 15y. Customer, provided, however, that nothing contained in his sentence shall waive or limit any rect damages which Customer may suffer on account of XE'S gross negligence or willful misconduct 4. Force Maieure. Neither party will be liable ti? the other r any delay or failure o pert rm due to an cause beyond its reasonable control, including fire, food, stroke or o ther labor difficulty, act of act of any governmental authority. the partye�p enencin the force maleure will notify the other part and appropriate ad�ustrnents wittbe nego ated. In the event of delay, in s) erformasm a to any such cause the date of delivery or time or coin letion will be externdedd y a period of time reasonable necessary to overcome the effect of such delay, provided that if such dela continues for 60 daps the party no experiencing t experienng the force majeure may terminate this 5. Do } rurrment %p XE may request that Customer review documents developed by, XE for con or pity win 1 �?? . �`ustomer requirements or specifications. Unless Customer advises XE otherwise in wtihin within fifteen (15) da after XE'S submission, XE map c psider the documents , a and proceed wrath wor. Changes thereafter, made at the �irection of Customer, will entitle XE to adjustment by change order. . 6. Custorm}er Facilities. XE d not assume aq , res onsibili for the ade safe or P tY safety satushacto performance of the Customer facn�ites. Customer shall to the fullest extent permitted law, ind , d fend an hold harmless XE and its facers directors, is employees and represen tat< s e from and against any and all losses, c�auns, �s expenses n on- u o d p�ee ati or -tilty performance of of t C fa�aliities (except m the extent of XE negligence). 7. Schedule: Delays. Quoted shipgin and,completion dates are ap roximate and are based on prompt receipt of aR necessary in rmatmon and approvals from �he Customer and access as required by XE and its contractors or subcontractors (if any) to the site and to time equipment which is the subject to XE'S proposal. If XE'S performance is delayed by Customer's suspension of work, in whole or in part, or by any act or omission of Customer, the time for performance will Xcel Energy Proprietary & Confidential Page 3 of 5 be. extended b th ppe.0 of time required by XE to. return to the state of performance that existed before The Bela . I the delay or sus ensmon continues for s��xx��yy ��(60) days, XE has the right to cancel or renegolYae the Agreement L will pap an equitable adjustment llasgd on a claim submitted by XE for all reasonable costs, damages and expenses incurred by XE incident to the delay or suspension. 8. bpntracting. XE may subcontract any portion or all of the Work without the approval of customer. 9. Environmental. � Prior to the start of the W Customer will provide o de notice of an hazardous matenats a it is aware of with respect to the C ovmsto er facilities where p the .Work is o be any or P that c oulr�a�ect the Work. In the event XE encounters the existence o� asbestos, asbestos containing materials f rmaldehyd& lead, or potentially toxi or otherwise hazardous ma erial in the performance R the Worx,_ a disco thereof shall constitute a cause beyon XES' reasonable control an XE shall have the ' t to cease or not commence the Work until the area has been made safe by Customer or Cus Diet's representative, at Customer's expense. 10. han s• Del a .The rices for an extras or chan to the sco a of work in XE � . S ro osal the or '';� or modifications t tine payment or performance chedul will be agreed upon un wribng before either party will be o ]� d to proceed with such ean s. erfotmance of any change wlll not waive any claims for equity le adjustment ul price or sched�e. 11. Payments. Unless otherwise specified in XES' proposal, XE may at its opti n invoice Customer u on completion of the Work or invoice Customer on a monthly bans for work performed. Customer shall pay XE all invoiced amounts within thirty (30 days) of receipt of invoice. 12. Docuinenta i and Propngtary Infortmzti n. Customer will provide XE with accurate and complete mntomnarion m order to t X& to successfully, undertake and con lete the Work. XE shall not be prohibited from sure pr use, of propnetary or confidential or documents necessary for XE to secure or maintain in effect any license or Pernik or otherwise to complete the Work. Where Customer information is incomplete is incorrect, resulting in d or extra work,, XE will be entitled to adjustment by change order. For business purposq (mciuqng redit vermc��ti__o the Customer �uthonzes XE to access the Customer's account information m am�ates and other utilities. • 13. Termination. Customer may terminate the � ent only upon written notice to XE and payment.to for all,( servicIp and Work renwered or performed to the effective to of such termination, (u) materials, supp es and a pment purchased prior to the effective to of such termination, and (1) costs incurred by Waas a result of such termina 14. Inde ender _ Conttcwn N thin contained in this Agreement n r. an acts of the parties shall be construed to create time relationship of nncrpal and agent, or o lini�ed or eralpartner, or of joint venture or of any association between or among the parties to this Agreem6it, except that of owner and independent contractor. 15. Work Product. All reports drawings, plans, specifications calculations studies software r s es models an4 m oranda, if any, assembles or reparea by XL or XES' a sates, and p endent professionaassociates, agents,. consultants, coi or subcontractors pursuant to t ics A s are instruments of service in respect of the Work, fund XE shall retain all ownership and property interest therein, whether or not the Work is comleted. Customer mz mate and retpi�m c pies for ate n and reference in connection wi the Work - fimdded howexr, that it is understood and agree (Fthat such documents are not intended to be re -used by Customer or others n ext�rms ors f the project or on y other project or any other purpose other than as ressly set torten in Mims Agreement, and C stomer shau not re-use or disclose to any, third party au or any portion of such work product without the express prior wntinrn consent of XE. 16. Additional (" In addition to a pric oted XE in its proposal, XE shall be compensated oor°any added costs of perfonnnmg IeTork attributable to anp one or more of the following. (i) any and all extras and ange orders and any, and all other dditional work mutually agreed by Customer and XE; liJ any and all costs and expenses relate to asbestos or M other environmental matters, any unforeseen conditions or any changes m the law; �ii) any and a dded costs and expenses of perfornnim� the Work atmbutble to any than by ustomer itm the criteria or information for the facility or to any delay or breach o Customer or its subcontractors. 17. Title /Possessign. Customer warrants that it has fee simple title to the roperty. Customer hereby grants to XE the right to enter the real property for fine purposes staled herein. Xcel Energy Proprietary & Confidential Page 4 of 5 18. Ownership. Customer shall acquire no right, in, on over throw title or interest in an of the Work to its coin onefit sy�sstems or cus Omer a uipment laced , under the real pro p arty b )M-- The Wor constructed a cted an d ed by on the r roperty f Customer sha� be"and mean the personal properly of XE, sll not be considered a e of t property, shall not attach to the realty, and shall not be alienable or lienabl by Customer or any other party. Further, XE may remove, repair and replace th Work and its component system and equipment, at any tune without notice in XE s sole and atsolute discretion. 19.p�� r. It isa�r�ecl that, failure b Customer or �y XE a any time or m timeK to time to enforce any or me provisions of �liis p�eement shall not �e construed to be a waiver of such provision or of Cusfiomi;r's right or XE'S t; respectively, to thereafter enforce each and every provision hereof. This Agreement cons with respect to the specific services to be performed by XE'S, the entire u of the parties shall We de any other oral or written agreements, and shall be inding upon and inpre to iM bene o the p4rties successors and assigpnns. This eem t m not a modifigd man .wa without the written c nsen of both par -des. If an�ovis on o ?his Agreement is determme�bp a court to ovision will be. deemed be unentorceable, then suc r n and void but the remamm rovisions shall be enforceable according to their terms. s Agreement shall be construedpand interpreted in accordance with the mternal laws of the State of Minnesota ( opposed to conflicts of laws provisions) as though all acts and omissions contemplated hereby or related hereto occurred in Minnespit2l No course of prior dealing, usage of trade and course of performance shall be used to modify, sup lenient or explain any terms of this Agreement. Neither Party will asst or otherwise transfer its its or ob ' bons hereund m whole or m part, without th advv4nce written consent of the o`Iher. Not ding the agove XE may assign its rights or obligations to any of its affiliates without the written consent of the Customer. Xcel Energy Proprietary & Confidential Page 5 of 5 xd. 4,.4 .a •u ra ,4 • k t ru* 1 J �� �7 � d( I e 4KS g kfR �Y F �.uNJ7t ' ' �Y ka 'ME i'h 6nvu'3 wy',..,x a4i r ry' §Y,7� e' � a s �, " i '�S.,r oq ..t � .w„ • n T f ti >x(! 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"1 I_ Zl6E 0 906£1 906E ; >N ! ! + I + + + M + Z46£ 1 £L6£ + ZL6E I ME Z46E Effie ZL6£ + ° + i P16E + I 8l6£ 3 618E + 816£i 616E + +846£1 ` + + 946£i + Lo t of + ' I �i in � I + 45 + i - -. -.__ �Oov + goot + + ! olph ;r --Arer- 5104 i i. - - s 'r ` + + + \ \ .,. __ - - i .n - - S +�� \ + \ / to � _ a.'°�u'• City Council Agenda Item No. 7e MEMORANDUM arroo�inv cFrvrM DATE: October 5, 2004 TO: Michael McCauley, City Manager {� FROM: Todd Blomstrom, Director of Public Works" SUBJECT: Resolution Amending the 2004 Central Garage Budget to Provide for the Early Order/Purchase of Five 2005 Ford Crown Victory Marked Police Patrol Vehicles Approved in the 2005 Capital Outlay Budget The Central Garage vehicle replacement schedule includes the replacement of five marked police patrol vehicles in 2005. These vehicles are typically purchased through the State of Minnesota Cooperative Purchasing Venture. A majority of municipalities place orders for replacement patrol vehicles during the month of January each year with resulting deliveries in March. This concentration of ordering within a short time period results in significant delays in vehicle delivery. The primary reason for delivery delay is due to the limited ability of vendors that outfit police vehicles to prepare a majority of all police vehicles during the months of March through May. In past years, the City of Brooklyn Center has not received new police patrol vehicles in time to allow the old vehicles to be sent to spring auction. This results in further depreciation of the old vehicles as they are stored until the fall auction. The attached City Council resolution would allow the Central Garage to place an early order for the five marked police patrol vehicles. This would allow for delivery of the vehicles in January 2005 and minimize potential delays in outfitting the vehicles for service. Payment would be due within 30 days after delivery. These vehicles have accumulated sufficient replacement fund balance to allow for replacement as scheduled. • adoption: Member introduced the following resolution and moved its RESOLUTION NO. RESOLUTION AMENDING THE 2004 CENTRAL GARAGE BUDGET TO PROVIDE FOR THE EARLY ORDER/PURCHASE OF FIVE 2005 FORD CROWN VICTORIA POILICE PATROL VEHICLES APPROVED IN THE 2005 CAPITAL OUTLAY BUDGET WHEREAS, five marked police patrol vehicles are scheduled for routine replacement in 2005 as part of the established vehicle replacement schedule; and WHEREAS, it is expected that $155,000.00 in accumulated depreciation will be available in the 2005 Central Garage capital outlay budget for the purchase of said vehicles; and WHEREAS, a minimum of 60 to 90 days of total delivery time makes immediate ordering preferable for 2005 delivery of new vehicles and auction of old vehicles; and WHEREAS, it is possible for the City of Brooklyn Center to participate in the 2005 Minnesota State Cooperative Purchasing Venture; and WHEREAS, replacement vehicles are available on the State Contract #432130 for Superior Ford Inc. at a total cost of $106,680.00. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center, Minnesota that the early order purchase of five Ford Crown Victoria marked police vehicles under the Minnesota State Cooperative Purchasing Venture at a total cost of $106,680.00 is hereby approved. Date Mayor ATTEST: City Clerk The motion for the adoption of the foregoing resolution was duly seconded by member I and upon vote being taken thereon, the following voted in favor thereof. and the following voted against the same: whereupon said resolution was declared duly passed and adopted. City Council Agenda Item No. 9a Office of the City Clerk OX City of Brooklyn Center A Millennium Community MEMORANDUM TO: Michael J. McCauley, City Manager FROM: Sharon Knutson, City Clerk DATE: October 4, 2004 SUBJECT: An Ordinance Amending Sections 11 -509, 11 -610, and 11 -710 of the City Code Relating to the Licensing of Establishments for the Sale of Alcoholic Beverages At its September 13, 2004, meeting, the Brooklyn Center City Council approved first reading of An Ordinance Amending Sections 11 -509, 11 -610, and 11 -710 of the City Code Relating to the Licensing of Establishments for the Sale of Alcoholic Beverages. The second reading and Public Hearing are scheduled for October 13, 2004. Notice of Public Hearing was published in the Brooklyn Center Sun -Post newspaper on September 23, 2004. If adopted, effective date will be 30 days following its legal publication of adoption, November 12, 2004. Materials that • were included in the September 13, 2004, Council agenda are also attached. Attachments 4 k i Shingle Creek Parkway Recreation and Community Center Phone & TDD Number Brooklyn Center, MN 55430 -2199 (763) 569 -3400 City Hall & TDD Number (763) 569 -3300 FAX (763) 569 -3434 FAX (763) 569 -3494 www.cityolbrooklyncenter.org City of BROOKLYN Office of the City Clerk CENTER MEMORANDUM TO: Michael I McCauley, City Manager FROM: Sharon Knutson, City Clerk DATE: September 8, 2004 SUBJECT: An Ordinance Amending Sections 11 -509, 11 -610, and 11 -710 of the City Code Relating to the Licensing of Establishments for the Sale of Alcoholic Beverages City Attorney Charlie LeFevere has drafted an amendment to the City Code relating to establishments selling alcoholic beverages. Specifically, Mr. LeFevere indicates one of the legal arguments raised by Applebee's in connection with its challenge to the City's refusal to issue a liquor license for the restaurant was that the ordinance requires that taxes on the "premises" must be current. A peculiarity of the liquor code is that it has a definition of premises that is limited to the area where liquor is sold. Therefore, Applebee's is claiming that the code does not require that taxes be paid on the entire tax parcel, but only the "premises" as that term is defined in Section 11 -701, paragraph 11. • Mr. LeFevere understands that it is the intent of the City Council that the requirement that taxes be paid should apply to the entire tax parcel. Therefore, to clarify this intent, Mr. LeFevere has drafted an ordinance amending the liquor licensing code. Attachment • CITY OF BROOKLYN CENTER Notice is hereby given that a public hearing will be held on the 1 lth day of October 2004 at 7 p.m. or as soon thereafter as the matter may be heard at the City Hall, 6301 Shingle Creek Parkway, to consider An Ordinance Amending Sections 11 -509, 11 -610, and 11 -710 of the City Code Relating to the Licensing of Establishments for the Sale of Alcoholic Beverages. Auxiliary aids for persons with disabilities are available upon request at least 96 hours in advance. Please contact the City Clerk at 763 -569 -3300 to make arrangements. ORDINANCE NO. AN ORDINANCE AMENDING SECTIONS 11-509,11-610, AND 11 -710 OF THE CITY CODE RELATING TO THE LICENSING OF ESTABLISHMENTS FOR THE SALE OF ALCOHOLIC BEVERAGES THE CITY COUNCIL OF THE CITY OF BROOKLYN CENTER DOES ORDAIN AS FOLLOWS: Section 1. Section 11 -509 of the Brooklyn Center City Code is amended as follows: • Section 11 -509. PLACES INELIGIBLE FOR LICENSE. 1. No license shall be granted, or renewed, for operation on lj any premises, on which M taxes, assessments, or other financial claims of the City, Countv, or [t),' 0)d State are due, delinquent or unpaid, 2) anv Dremises that is Dart of a larger tax parcel on which ad valorem real estate taxes or assessments collected with such taxes are due, delinquent, or unpaid. In the event an action has been commenced pursuant to the provisions of Chapter 278 Minnesota Statutes questioning the amount or validity of taxes, the Council may, on application by the licensee, waive strict compliance with this provision; no waiver may be granted, however, for taxes or any portion thereof, which remain unpaid for a period exceeding one year after becoming due. Section 2. Section 11 -610 of the Brooklyn Center City Code is amended as follows: Section 11 -610. PLACES INELIGIBLE FOR LICENSE. 1. No license shall be granted, or renewed, for operation on. 1) any premises, on which M taxes, assessments, or other financial claims of the City, Countv, or to €` ;11 "I State are due, delinquent or unpaid, 2) anv_ premises that is Dart of a larizer tax Darcel on which ad valorem real estate taxes or assessments collected with such taxes are due, delinauent, or unpaid. In the event an action has been commenced pursuant to the provisions of Chapter 278 Minnesota Statutes questioning the amount or validity of taxes, the Council may, on application by the • licensee, waive strict compliance with this provision; no waiver may be granted, however, for ORDINANCE NO. taxes or any portion thereof, which remain unpaid for a period exceeding one year after becoming due. Section 3. Section 11 -710 of the Brooklyn Center City Code is amended as follows: Section 11 -170. PLACES INELIGIBLE FOR LICENSE. 1. No license shall be granted, or renewed, for operation on: 11 any premises, on which a_y taxes, assessments, or other financial claims of the City, County, or to f i 1 - 1] State are due, delinquent or unpaid, 21 anv premises that is Dart of a larger tax Darcel on which ad valorem real estate taxes or assessments collected with such taxes are due, delinauent, or unpaid. In the event an action has been commenced pursuant to the provisions of Chapter 278 Minnesota Statutes questioning the amount or validity of taxes, the Council may, on application by the licensee, waive strict compliance with this provision; no waiver may be granted, however, for taxes or any portion thereof, which remain unpaid for a period exceeding one year after becoming due. • Section 4. This ordinance shall be effective after adoption and thirty days following its legal publication. Adopted this day of .2004. Mayor ATTEST: City Clerk Date of Publication Effective Date (Brackets indicate matter to be deleted, underline indicates new matter.) i e City Council Agenda Item No. 10a • • • Member introduced the following resolution and moved its adoption: RESOLUTION NO. RESOLUTION TRANSFERRING GENERAL FUND BALANCE FOR CAPITAL PURPOSES WHEREAS, the City has planned to use unspent funds accumulated in the General Fund for purposes of funding capital needs; and WHEREAS, at the close of 2003, pursuant to the Fund Balance Policy, $940,464 was available for transfer for such capital needs; and WHEREAS, the continued maintenance of the street reconstruction projects, purchase of technology, and capital project require these transfers; and WHEREAS, budget reductions have caused the City to under fund its technology replacement; and WHEREAS, the City created the Technology Fund to provide a mechanism to begin addressing current future technology needs. • NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center that the following sums be transferred from the General Fund as follows: Street Reconstruction Fund $620,464 Capital Project Fund $100,000 Technology Fund $220,000 October 13, 2004 Date Mayor ATTEST: City Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution n was declared duly passed and adopted. • City Brooklyn - y f n Center y WT A Millennium Community To: Mayor Kragness and Council Members Carmody, Lasman, Niesen, and Peppe From: Michael J. McCauley City Manager Date: September 17 2004 Re: Fund Balance Transfer Past practice has been to transfer monies from the General Fund balance for capital purposes from unspent monies accumulated in the General Fund. Those transfers follow the fund balance policy that targets 45% of the General Fund Balance as the amount necessary for cash flow purposes. The policy also limits the transfer from General Fund Balance to 50% of the amount of fund balance above 45% at the end of the previous year. At the close of 2003, the amount of money that could be transferred in 2004 was $940,464. Transfers have been an integral part of funding street reconstruction and capital projects. The new technology fund is spinning off some of the larger technology components of the capital projects fund. I would propose transferring $940,464 of • General Fund Balance as follows: Street Reconstruction Fund $620,464 Capital Projects Fund $100,000 Technoloav Fund $220.000 $940,464 The Auditor suggested that the City might wish to revisit its fund balance policy. The Financial Commission began that process at its September 9 th meeting. Staff is drafting a revised policy for Commission discussion. The general direction given by the Financial Commission would be to increase the fund balance target to 50 — 52% of the upcoming budget year, but to transfer all of the excess above that target before the end of the year. This would close the year out at the target fund balance, rather than carry funds over and inflate the fund balance. Some of those funds are utilized for street reconstruction funding in future years, but the State Auditor reports these funds as though they were excess funds, without recognizing their intended use for future capital needs. The proposed transfers would be well within the targets being considered by the Financial Commission since transferring 50% of the amount above the 45% fund balance requirement results in an amount greater than 50% of the General Fund Budget. (2004 General Fund Budget = $12,982,258 X 50% = $6,491,129; 2003 General Fund Ending Balance = $8,017,080 - $940,464 = $7,076,616 which is $585,487 > than 50% of the 2004 General Fund Budget) 4301 Shingle Creek Parkway a .Y Recreataon and Community Center Phone cti TDD Number Brooklyn Center, MN 55430 -2199 (763) 569 -3400 City Hall & TDD Number (763) 569 -3300 FAX (763) 569 -3434 FAX (763) 569 -3494 www.cityofbrooklyncenter.org • The larger amount of fund balance is partially the result of a greatly reduced General Fund budget, which in turn reduces the fund balance requirement. The other impact is that the 50% of the amount above the fund balance requirement limitation on transfers keeps money in the fund balance for years after unspent monies have been accumulated. (If additional revenues such as delinquent taxes are received in a year and expenditures are below budget, then only a 1 /2 of that amount can be transferred, but the entire amount is theoretically never transferred since only 'I /2 can be transferred in a year.) In the technology area, there is a direct need for funds to manage the transition to 800 Mhz. as set forth in the attached memorandum from Chief Bechthold. We will need $156,023 to match grant monies for the equipment described in Chief Bechthold's memorandum. In past iterations of the Capital Improvements Fund, a place marker was carried for radio system replacement /upgrade. The amount was unknown and the place marker was removed. The ongoing needs of the street plan require transfers in addition to the monies generated by the franchise fees. • • • Lea 8=0 9 1 - Audit Management Letter General Fund A summary of General Fund balance for the past three years is as follows: General Fund Balance Comoonent 12/31/2001 12/31/2002 12/31/2003 Reserved for advances to other funds $105,074 $105,074 $105,074 Designated for working capital 6,437,653 6,527,973 6,031,077 Subtotal 6,542,727 6,633,047 6,136,151 Reserved for prepaids - 68,279 5,309 Undesignated 891,145 1,228,448 1,875, 620 Total $7,433,872 $7,929,774 $8,017,080 Working Capital Reserve k The City adopted an "adequate fund balance policy formula" in 1980. This policy defines the minimum fund balance elements as follows: r 8 3 2001 2002 2003 1. Items not readily convertible to cash: a. Accounts receivable $67,]60 $53,489 $57,908 b. Advances to other funds 105,074 105,074 105,074 c. Restricted assets - - 131,153 2. Amount appropriated to the ensuing year's budget 19,305 - - 3. Amounts reserved to working capital (45% of current year budget less debt service) 6,351,188 6,474,484 5,842,016 $6,542,727 $6,633,047 $6,136,151 • City Council Agenda Item No. lOb City of Brooklyn Center A Millennium Community MEMORANDUM TO: Mayor Kragness, Councilmembers C ody, Lasman, Niesen, and Peppe FROM: Michael J. McCauley, City Manager DATE: October 5, 2004 SUBJECT: Financial Advisory Services Review Pursuant to City Council Policy, a review committee will review proposals for financial advisor. The committee is composed of City Council Members and Financial Commission Members appointed by the Mayor in consultation with the Chair of the Financial Commission, with the approval of the City Council and shall also include the City Manager and Finance Director. The Financial Commission has recommended Commissioners Susan Shogren Smith and Timothy Elftmann. According o the Request for Proposals, finalists would be interviewed g q p the week of October 25. This item is on the agenda requesting appointment of the Financial Commission • Members recommended by the Financial Commission and the appointment of City Council Members. It is anticipated that interviews will be scheduled during the day towards the latter part of the week of October 25. 0 6301 Shingle Creek Parkway Recreation and Community Center Phone & TDD Number Brooklyn Center, MN 55430 -2199 (763) 569 -3400 City Hall & TDD Number (763) 569 -3300 FAX (763) 569 -3434 FAX (763) 569 -3494 www.cityofbrooklyncenter.org City of Brooklyn Center s- - -ulicy�and Procedure on Requests for Proposals for Financial Professional Services k1�Teed for Policy - {The City needs a policy and procedure to provide for the orderly conduct of requesting proposals for professional services for handling financial affairs, to ensure that all services will be periodically reviewed, and that the proper balance will be maintained .� between cost and quality of services. ` s 2. Policy A. All professional services in the area of City finances will be periodically let out for request st for 0 r osals P q s according proposals do to an � established bushed schedule. B. Service levels will be monitored by the City Council and Staff and if unsatisfactory service is received, that contract will be re- advertised prior to the —� year set in the schedule. C. ualit Q y of service will be the primary factor in awarding a contract for professional service, but cost will also be a determinant. 3. Procedure A. A schedule shall be established for the conduct of RFPs. The schedule should be adhered to unless there is a performance problem or other justification for an earlier RFP. Going to the market too frequently with RFPs expends Staff time requires extensive orientation of new professionals, and discourages quality funs from submitting proposals at their most attractive price since they will expect to only have the contract for a short time. B. Specifications tailored to the professional service to be advertised will be �_-- prepared by Staff, reviewed by the Financial Commission, and approved by the City Council. C. A review committee made up of the City Manager and Finance Director shall review proposals for Banking Services, Insurance Agent, Risk g Management Consultant, and Custodian for Investment Securities. Proposals for Auditor and Financial Advisor shall be initially screened by Staff, and then reviewed by a committee of City Council Members and Financial Commission Members appointed b th PP y e Mayor in consultation with the Chair of the Financial Commission, with the approval of the City Council, which committee shall also include the City Manager and Finance Director. i -- Financial Policies Section I Page 3 City_ofBrooklyn Center D. The specifications will emphasize the abilities, qualifications, and experience of • the applicant firms to provide high quality service to the City. Price will be considered after one or more applicants have been identified as providing the desired quality of service. When appropriate, the specification shall require prices to be submitted in a separate, sealed envelope to be opened after applicants have been ranked according to quality. E. The City Manager shall make a recommendation to the City Council of a provider to be appointed to a multi-year engagement. It shall be written in the engagement that the appointment may be terminated earlier. Schedule of Requests for P RFPs) Prafess�onal ° Financial Banking Insurance Agent Risk Management Custodian for Auditor Advisor Services Consultant investment for bond sales securities N6fiiial Iiifervgfi! i 6 years 6 years 6 years 6 years 6 years 6 years °'Usti _''r ", 1998 1 1996 1990 1 1999 1998 1 1994 < oox 1 :' _:' >I I I 1 I I RFP - I RFP I I I RFP I RFP ;' ::: :.1 RFP I I I ti RFP I I - ;, • Reference: _ • City Council Resolution Nos. 2000 -120; 99 -20 • City Council minutes 5/28/96 } - d °r Page 4 Financial Policies Section 1 a.._ tg I City Council Agenda Item No. 10c O Member introduced the following resolution and moved its adoption: RESOLUTION NO. RESOLUTION AUTHORIZING THE USE OF TECHNOLOGY FUND MONIES TO MATCH FUNDS REQUIRED FOR DEPARTMENT OF PUBLIC SAFETY, DIVISION OF HOMELAND SECURITY AND EMERGENCY MANAGEMENT GRANT WHEREAS, the City of Brooklyn Center has received grants for several aspects of the City's conversion to 800 MHz for police and fire operations; and WHEREAS, the City will be required to match portions of the grants for mobile and portable radios. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center that the sum of $156,623.87 be and hereby is authorized to be expended from the Technology Fund in connection with the acquisition of 800 MHz mobiles and portables as the City's match to the $159,000 grant from the Department of Public Safety, Division of Homeland Security and Emergency Management. October 13, 2004 • Date Mayor ATTEST: City Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. • • Y 1, I CF BROOKLYN CENTER 'TY POLICE DEPARTMENT " °� "'" MN MEMORANDUM TO: Mike McCauley, City Manager FROM: Scott Bechthold, Chief of Police DATE: August 13, 2004 SUBJECT: Transition to 800 MHz I am requesting authorization to purchase the necessary consolettes, electronics, mobiles and portables to convert to the 800MHz radio system by the end of 2004. The total cost for police and fire to transition to 800 MHz will be 360,294. Grants received will cover approximately • 43 % of the purchase. The city's total cost for this transition will be $156,023.93. In August of 2003, the City of Brooklyn Center received a grant from the Department of Public Safety, Division of Homeland Security and Emergency Management in the amount of $159,600 to purchase 800MHz radios. The city is required to use these funds by January 30, 2005 or it will lose the funding. The city also received a second grant in the amount of $218,241 from the State's Allied Radio Matrix for Emergency Response (ARMER). These funds are allocated specifically for the build out of infrastructure and therefore cannot be applied to the purchase of mobiles and portable. They can be used for the purchase of two consolettes for the Dispatch Center. The total estimated cost for the move to 800MHz is $360,294. The grant will cover approximately 43 % of the expense to complete the transition to the 800MHz radio system. In 1990, discussions among metro area cities, counties, and state agencies for the planning of a statewide radio system began. Interest in such a system came about due to severe interference with the VHF /UHF systems in use and an interest in increased interoperability among public safety agencies. In 1996 the Legislature funded the construction for the backbone of an 800MHz radio system in the metro area. The first phase of the system became operational in 2002. Those agencies first on board were the City of Minneapolis Police and Public Works, the City of Richfield, Hennepin County Sheriff and Public Works, Carver County Sheriff and Public Works, State of MN DOT, State Patrol, and DNR, Metro Transit and North Memorial Medical Transportation. • After September 11, 2001, it was apparent that public safety agencies needed the ability to interact via radio with outside agencies to be effective. The 800MHz radio system now provides coverage in the nine county metro area, enhanced voice security, more talk space, shared resources, improved intern erabili enhanced system redundancy flexibil P �', y y, ty f o expansion. Currently, the Brooklyn Center Police and Fire Departments operate on VHF frequencies and have limited interoperability with surrounding agencies due to these agencies earlier conversion to the 800MHz radio system. At this time, should a significant incident occur in Brooklyn Center, there would be limited resources available to tie the VHF system to the 800MHz radio system, thus isolating Brooklyn Center from neighboring communities. It is important for the city to convert to 800MHz for the following reasons: 1. Interoperability is critical to public safety operations. There are numerous occasions where the Brooklyn Center Police Department either needs the assistance of a neighboring agency or is assisting a neighboring agency. Being able to communicate is a high priority for officer safety. 2. Having additional channels to communicate is important when running details while handling day -to -day activities without interruption. Those details may include the • Emergency Operations Unit, the drug task force, or a special patrol detail. 3. Concern for officer safety while officers and detectives are working on follow -up investigations outside of the cities current radio coverage area. 4. More secure radio transmissions. 5. Less frequent or elimination of equipment failures. The current system has more frequent equipment failures because it is an aging system. The estimated cost to transition the Brooklyn Center Police and Fire Departments to the 800MHz radio system is $360,294. This figure does not take into account the $159,600 grant from the Department of Public Safety, Division of Homeland Security and Emergency Management, which must be used to acquire mobile and portable radios. A second rant in the amount ' g of $218,241 from the State's Allied Radio Matrix for Emergency Response (ARMER) funds is allocated specifically for the build out of infrastructure, and therefore cannot be applied to the purchase of mobiles and portables. A rough estimate for the City of Brooklyn Center to build the necessary infrastructure and fully equip a communications center is around $800,000. Because the future of the Dispatch Center is uncertain, it is not recommended that the city incur this expense. Rather, it is recommended • that the city use $11,646.00 of the grant funding to purchase two consolettes for the Dispatch Center. These consolettes are a temporary solution, which can be utilized short term until a decision is made regarding the future of the Dispatch Center. In conclusion, I am requesting the city authorize the purchase of consolettes, electronics, mobile and portable radios for the conversion to the 800MHz radio system. A breakdown of the expenses is as follows: 1. Purchase two additional RF control stations to allow for the dispatching and scanning of police and fire operations. Matrix # 1— Migration Costs: Consolettes ;_• 'It m; - t e .P antit ��Estima ted Consolettes` L. $5,173 2 I $10 Installation J I $650.00 2 I $ 1,300.00 i Sub Total i I I $11,646.00 I ARMER Grant I I I (11,646.00 ota 1 C ost , ; .:.m .. J .` 2. Purchase 45 mobile radios to equip police and fire vehicles and 60 portable radios • equipped with accessories to equip police and fire personnel. Matrix #2— Migration Costs: Mobiles and Portables ,rcl� ;� ' �: t4,. ; °;w?:s ":.a!set•.� .gym. :'x° ;: &' .„z: ' «>'<,• , ti3f::` q i4?!. . %�•:' s e. ��;'b: - %x' ye�r ",F �,.: ; .�..;:M <ut:: fi4•Y:; si'4F..W , - .,. a ..�S" 1 .. m: :t. rut . x�c .' ::..�. A.. ..z . _;: �� >T Police Mobiles $3,466.21 I 29 I $100,520. 5 Installation — police mobiles $168.62 29 $4,890.00 J Fire Mobiles I $3,334.43 I 16 $53,351.00 Installation —fire mobiles $2,10.13 I 16 I $3,362.21 i I � Police Portables & i $2,675.59 51 $136,473.56 Accessories I I l Fire Portables & Accessories ` $2,837.79 I 6 I $17,026.75 i I � Sub -Total I I $315,623.87 J DPS Grant I ($159,000.00) - J to Ci $156;623:87 • I • 3. Fund recurring yearly Hennepin County Subscriber Fees and MRB User Fees. I Matrix # 3— Migration Costs: Recurring Fees for 2005 Police & Fire 800 MHz Operations .n•, ;.5 t. ;•g'l .}:'i. .3'.; ; evlu%.'jw. onthl er .nnu ` "r K Quanta ;�Estiiii • ... ...,. rya.,.. ,.._..�.,; ..,.. gs n. L+a. -:. - -. p= Y°; atecl'Total, h y. .t sY se . , Radio., . .:�:. Hennepin County $17.50 $210.00 129 $27,090.00 Subscriber Fees Metro Radio Board User Fees $46.00 129 $5,934.00 Tota1.0 t ,. .,.:. ... OS to I am recommending that the city authorize the purchase of the necessary consolettes, electronics, mobiles and portables and recurring fees to convert to the 800MHz radio system by the end of 2004. The total cost for police and fire to transition to 800 MHz will be 360,294. Grants received will cover approximately 43% of the purchase. The city's total cost for this transition will be $156,023.93. • ' This figure is already figured into the 2005 budget for the police department. • R10111 B • CITY OF BROOKLYN CENTER • 919/2004 13:08:50 • LOGIS0004 Balance Sheet Page - 49 As of August 31, 2004 ...........................» Amounts ........« »... ». .«... »... » »... Change « ............. ». Description Current Last Month End Last Year End This Month This Year 40600 CAPITAL RESERVE EMERGENCY FUND 1000 ASSETS 1001 CURRENT ASSETS 1095 POOLED CASH & INVESTMENTS 626,603.93 626,603.93 492,026.92 134,577.01 1200 ACCOUNTS RECEIVABLE 1300 DUE FROM OTHER FUNDS 1305 DUE FROM OTHER FUNDS 158,933.01 158,933.01- 1300 DUE FROM OTHER FUNDS 158,933.01 158,933.01- 1320 DUE FROM OTHER GOVT UNITS 1550 ADVANCES TO OTHER FUNDS 709,969.03 709,969.03 709,969.03 1001 CURRENT ASSETS 1,336,572.96 1,336,572.96 1,360,928.96 24,356.00- 1000 ASSETS 1,336,572.96 1,336,572.96 1,360,928.96 24,356.00- 2000 LIABILITIES 2001 CURRENT LIABILITIES 2010 ACCOUNTS PAYABLE 2015 VOUCHERS PAYABLE 24,356.00 24,356.00- 2010 ACCOUNTS PAYABLE 24,356.00 24,356.00- 2100 SALARIES & BENEFITS PAYABLE 2200 DUE TO OTHER FUNDS 2250 DUE TO OTHER GOVERNMENT UNITS 2400 DEFERRED REVENUE 2001 CURRENT LIABILITIES 24,356.00 24,356.00- 2000 LIABILITIES 24,356.00 24,356.00- 3000 FUND EQUITY 3001 CONTRIBUTED CAPITAL 3501 FUND BALANCE 3510 RESERVED FUND BALANCE 3660 UNRESERVED FUND BALANCE 1,336,572.96 1,336,572.96 1,336,572.96 R10111B • CITY OF BROOKLYN CENTER 9/9/2004 13:08:50 • LOGIS0004 Balance Sheet Page - 50 As of August 31, 2004 ......... «... «.... «... «...» Amounts ... « «.« »..».« «...». » «. . «........ «...., Change .... «... ».... «. Description Current Last Month End Last Year End This Month This Year 3501 FUND BALANCE 1,336,572.96 1,336,572.96 1,336,572.96 3000 FUND EQUITY 1,336,572.96 1,336,572.96 1,336,572.96 I III f R1011111 CITY OF BROOKLYN CENTER • • • 9/9/2004 13:08:50 LOGIS0004 Balance Sheet Page - 55 As of August 31, 2004 ........................ »...» Amounts .....,.. «, ».« . «...«,.. »..... Change . «. «.., «.,.. «. Description Current Last Month End Last Year End This Month This Year 41000 TECHNOLOGY FUND 1000 ASSETS 1001 CURRENT ASSETS 1095 POOLED CASH & INVESTMENTS 227,000.00 227,000.00 275,000.00 48,000.00- 1001 CURRENT ASSETS 227,000.00 227,000.00 275,000.00 48,000.00- 1000 ASSETS 227,000.00 227,000.00 275,000.00 48,000.00- 2000 LIABILITIES 2001 CURRENT LIABILITIES 2010 ACCOUNTS PAYABLE 3000 FUND EQUITY 3501 FUND BALANCE 3660 UNRESERVED FUND BALANCE 275,000.00 275,000.00 275,000.00 3999 NET OF REVENUES & EXPENDITURES 48,000.00- 48,000.00 - 48,000.00- 3501 FUND BALANCE 227,000.00 227,000.00 275,000.00 48,000.00- 3000 FUND EQUITY 227,000.00 227,000.00 275,000.00 48,000.00- , Page 1 of 1 Michael McCauley From: Patty Hartwig Sent: Thursday, September 09, 2004 2:04 PM To: Michael McCauley Subject: RE: Technology Fund Balance $48,000 is 80% of the fiber link from LOGIS to City Hall. The link will be completed in October, at that time the remaining $12,000 will be due. I also just ordered necessary equipment needed for this link - $10,900. Total $70,900. I am working on a document that will layout costs and savings by having fiber between City Hall, Police, Public Works and Earle Brown Heritage Center. We have discussed this as a possibility for 2005. Also, we should be receiving the Microsoft Office Rebate soon - $23,000. We have discussed this going into the Technology Fund. From: Michael McCauley Sent: Thursday, September 09, 2004 1:16 PM To: Patty Hartwig Cc: Dan Jordet Subject: Technology Fund Balance I note $48,000 has been spent from the Technology Fund. I assume this was for fiber optic. • Is it correct that there are no other claims on the Technology Fund at this time? I am looking at taking $157,000 from the fund to pay for the police 800 mhz radio and possibly transferring some from Capital Emergency Fund suplus to cover or from Capital . • 09/09/2004 • City Council Agenda Item No. 10d City of Brooklyn Center A Millennium Community To: Mayor Kragness an uncil Members Carmody, Lasman, Niesen, and Peppe From: Michael J. McCaule City Manager Date: October 8, 2004 Re: Resolution Setting Date for Bond Sale We anticipate deferring the resolution until the October 25`" meeting as all of the materials and analysis has not been completed at this point. 6301 Shingle Creek Parkway Recreation and Community Center Phone & TDD Number Brooklyn Center, MN 55430 -2199 (763) 569 -3400 City Hall & TDD Number (763) 569 -3300 FAX (763) 569 -3434 FAX (763) 569 -3494 ww w. cityo fbrooklyncenter. org AGENDA CITY COUNCIL WORK SESSION October 13, 2004 Immediately Following Regular City Council Meeting at 7:00 P.M City Council Chambers 1. Review of Dispatch studies and options a. Powerpoint presentation and review of dispatch studies and options b. Hennepin County Sheriff's Department personnel c. Identification of City Council questions to be addressed on November 8 t ' 2. Brookdale tax situation and possible notice of default 3. Miscellaneous 4. Adjourn PRELIMANARY PSAP PROPOSAL City of St. Louis Park City of Golden Valley City of Brooklyn Center October, 2004 1. Location of PSAP City of St. Louis Park Police Station 2. ADD_ roximate Operating Cost • Approximately $1,050,000 (2005 estimate) • Assumes the addition of 4 dispatch positions (with one being a lead dispatcher) • Assumes each city pays the County for CAD/RMS/Mobile fees 3. Proposed Operatine Cost Snlit (initial vear based on 2005 estimate) • Brooklyn Center - $ 375,678 • Golden Valley - $ 257,632 • St. Louis Park - $ 416,690 Formula for establishing the cost split is based simply on the number of 911 calls experienced for each community (used 2003 data from PSC; see below). It is proposed that the final split be based on a three year rolling 911 experience basis. SLP is open to further discussions regarding cost apportionment. COST SPLIT ANALYSIS Brooklyn Golden St. Louis Activity Center Vallev Park Totals LOGIS CAD events (2003) 29,790 22,331 32,203 84,324 LOGIS Inquires (2003) 11 686 ...... .. ; 9 375 13,492: 34 >. 553 _ .. .......... Total ICRs (2002) 30,315 20,546 33,800 84,661 Total 911 calls processed (2002) 20,405 11,875 21,110. 53,390 Part I & Part II Crime Reports (2002) 3,975 1,757 3,578 9,310 Total Fire /EMS runs (2002) 1,054 791 3,656 5 Totals of Activity Elements 97,225 66,675 ' 107,839 271,739 Percentage of Total Activity Elements 35.78% . 24.54 % 39.68% 100.00% Allocation of City Pispatch Services $ 375,678: $ 257,632 ; $ 416,690 $ 1,050,000 Projected budget for 2005 $ 639,855 $ 284,275 $ 505,377 $ 1,429,507 Projected savings for 1 year $ 264,177 $ 26,643 $ 88,687 $ 379,507 Projected savings for 5 years $ 1,320,887 $ 133,213 $ 443,435 $ 1,897,535 4. Start UD Costs • Estimated at this time to be approximately $1.5 Million • These costs include the transition to 800 MHz, an additional work station, hardware and software, licensing, training etc. 5. Proposed Start UD Cost Snlit • Brooklyn Center — $536,700 • Golden Valley- $368,100 • St. Louis Park - $595,200 Formula for establishing this cost split is the same as that used for Operating Costs. The actual dollar amount will vary depending on the actual costs. Any grant funding received will off— set the total estimated start up costs and the share for each city will be adjusted proportionately. It is assumed each city will pay for upgrades for its mobile computers, radios and equipment. 6. Timing • It is estimated it will take approximately 12 months to undertake the necessary transition to allow for PSAP operations to be fully in place in St. Louis Park. 7. Governance ADOroach Same as that currently used by Golden Valley and St. Louis Park 8. Other • This offer is subject to approval by the city councils of St. Louis Park and Golden Valley and the negotiation of a contract between the three cities. Page 1 of 2 Michael McCauley From: Myrna Kragness Sent: Wednesday, October 13, 2004 9:54 AM To: Michael McCauley Subject: FW: Police and Fire Dispatch Issue (Please Read) Please see that all councilmember's are copied for our meeting tonight. Thank you From: Bcfire @aol.com [mailto:Bcfire @aol.com] Sent: Tue 10/12/2004 11:26 PM To: Myrna Kragness Subject: Police and Fire Dispatch Issue (Please Read) Honorable Mayor and Council Members, At your next meeting you will be discussing a very important issue relating to public safety, our police dispatch. I am a voting, taxpaying, citizen of Brooklyn Center who is very concerned about public safety, because that is what I have devoted my life to. I have been a firefighter here in Brooklyn Center for about the last 8 years, as well as working in the fire service for my full -time job; so needless to say, I take public safety very serious. You will be discussing the issue of our dispatch center here in Brooklyn Center. We are in the process of giving up something that everyone used to be jealous of. Now the with technology changes, we in public safety have no choice but to go to 800 MHz. I know that keeping our own dispatch in tough budget times is out of the question, but what I am really hoping to get across is that we do have a choice in the level of service we receive from whoever will be dispatching our police and fire department when someone in our city dials 911 for our help. From the info we have received, it sounds like the choice is going to be Minneapolis vs. Hennepin County Dispatch. I hope that when the information is presented by the City Manager and Police Chief about their findings, that you all remember that all our lives can depend on the decision you make. It isn't always about the money! I have always been taught that "You get what you pay for ". So with that, I would like to point out a few points that you all may want to look at before making this very important decision. I first want to raise your attention to the PSC study (consolidated version) that was done. 1. I believe this study puts the truth right in front of you; almost everyone had something negative about Hennepin County Dispatch. I too am in that group of people. I work on the Hennepin County System everyday for my job. The fire main (only one) has 20 fire departments being dispatched on it. They page and transmit vital info on the main. What that means, if I pull up to an incident and need to give and update to our incoming units, if they are paging another department, you wait. If they are paging more than one department, you wait until they are done to talk. People will tell you about our private'talk channels, but those are only useful if our crews are in a truck and can hear the radio. Most of them are still on the way to the station and can only here their pagers; these only transmit the main, nothing else. This obviously can lead to missed info that can make or break an incident. 2. Page 56 really throws out red flags. How do we get from 185,000 dollars per year plus capitol outlay to free a few months later? I have heard that Hennepin wasn't taking anymore users? Why the sudden change in heart? Nothing is free!!!!! This will cost us down the road, one way or another. They want to hire more people on Hennepin County, but they can't due to funding. In 10/13/2004 5 Page 2 of 2 i my mind they are trying to get us on board to use as leverage to hire the proper number of staff. What if this does not happen? We are now stuck with the service they provide, short handed or not. They don't care; everyone on the Hennepin County System must do it their way. Even if that way is not fully staffed and slow? I do not believe we should settle for second best. 3. The scariest point in the whole study is on page 62 point #8. They are talking unit to dispatch ratios. Our dispatch as it sits is probably a 1 -10 unit to dispatch ratio. Hennepin Counties is one dispatcher to between 30 -50 units! I only can quote the last sentence in this section to prove how serious this is "we think the ratio in place at HCSO dispatch is both undesirable and a safety risk ". I am sure we paid good money for this study, with points like this; I sure hope we listen. These are the main points that I saw as I went through the PSC Study that should raise some red flags about Hennepin County's ability to provide quality service with the current staffing levels and fire dispatching service. Minneapolis may cost more money per year, but is our quality of service provided going to be better? Our fire department do, and I do as a citizen of this city! The firefighters get paid nothing when the pagers go off, we have one of the best fire departments around. The police department is great, but very busy. Please help to ensure that we all have the best dispatch service for our needs as responders, but for our citizens the best service when they need our help. It may not just be a friend or neighbor that needs to call 911 for help, it could be one of you. Thank you for careful consideration in this matter: Respectfully, Aaron Surratt 10/13/2004 Hennqxn--C,,u* ■ Sheriff Communications ' Captain Rick Mulek Presentation to Brooklyn Center City Council Introduction • Overview of Hennepin County Sheriff Communication • Inspector Bill Chandler • Captain Rick Mulek • Lieutenant Bob Hamborg .Lieutenant Brian Tollin Responsi'bi'lities . Sheriff's Communications . 911 Dispatch Center l .Technical Repair . 800 Mhz Radio System Sheriff's Communi'cati'ons . Sheriff's Radio . 9300 Naper Street, Golden Valley . Dispatch for 35 communities in Hennepin County . Population of 350,000 . 22 Police Departments . 18 Fire Departments � Staffing . 43 - Telecom m u n icator's . 4 - Information Clerks . 12 - Supervisors - 6 Operations Sgt's . 3 - 800 MHz staff . 11 - Technicians . 3 - Clerical . 1 -CAD Network Administrator . 1 - Network Administrator � D'ispatch'ing . 470,000 calls for service . 175,000 - 911 calls received j . 1,082,389 radio transmissions . 1 Transaction every 20 seconds Com uter Almded Di 537 281 CAD events entered i Ci t 1 _ 510,831 Police Events • 15,117 EMS Events • 10,679 Fire Events User Involvement . UAB -Users Advisory Board Police and Fire Chiefs City and County Officials . SOP- Standard Operating Procedures � Officers and Street Personnel Dispatchers DISPATCH CENTER . IF w a� f a 6i6Sff 3�� u, gffi ". i ce''' - '" ,'i-' y E ^r � I 4 y " M M Y:. 5 IIM� ilk ^1R tii a i�viriv tc Y s u is • /� 5 F MFR rN Fr Ur .., •a,. .:• �, r,Yrn �:. it� »»»..'." __ _____ ._.._ �serr �,,; � � �''&�,� #»�E�d ,�� �'� sr Y � a M a r✓� f k � m u <- 1 WA � / Y x y Y �l J; New Computer Aided Dispatch . New CAD system in development . GE0911 . Implemented 2006 Thank you City of Brooklyn Center A Millennium Community To: Mayor Kragness and it Members Carmody, Lasman, Niesen, and Peppe From: Michael J. McCauley City Manager Date: October 5, 2004 Re: Dispatch Work Session At Wednesday's Work Session, Chief Bechthold will make a presentation using the attached powerpoint presentation. Representatives of the Hennepin County Sheriffs Office will also be available to provide an overview of Hennepin County dispatch operations. The meeting will be for the purpose of providing an overview of the materials assembled to date and identifying City Council questions or concerns that should be addressed on November 8 The materials attached to this memorandum include: - powerpoint presentation - booklet prepared for employees containing • September 19, 2004 PSC Alliance Findings & Report {Note: :PSC uses operating costs developed by extrapolating from 2002 and the powerpoint uses proposed 2005 budget numbers.) • Hennepin County letter of August 13, 2004 & City Resolution of August 11, 2003 • Brooklyn Center Police Department Chiefs Report On: Consolidated Dispatch Partnership Feasibilities and Resulting Effects on Departmental Ancillary Functions Prepared January 31 2004 by Sgt. Nadeau • Ancillary Functions Analysis & Adequate Dispatch Staffing Analysis • Phase II Study Proposal • Executive Summary of Phase I Report by PSC Alliance - E -mail received by Mayor Kragness from Pat Hurley Since the Hennepin County offer has a timeline of November 30 for a firm commitment of participation for any city wishing to switch to Hennepin County, the primary question is whether the City of Brooklyn Center wants to accept the County's offer. The other options are less time sensitive. However, we need to chart a direction for the future of dispatch. City staff are working under uncertainty that needs to be resolved. There are major capital expenditures that need to be made if we stay with our own dispatch, undertaken on a cooperative basis if we join a consortium, or avoided altogether if we 6301 Shingle Creek Parkway Recreation and Community Center Phone & TDD Number Brooklyn Center, MN 55430 -2199 (763) 569 -3400 City Hall & TDD Number (763) 569 -3300 FAX (763) 569 -3434 1 FAX (763) 569 -3494 www.cityofbrooklyncenter.org I received service from Minneapolis. Chief Bechthold's evaluation is that our current situation is not a viable long term answer. We have been able to operate through the work of dedicated employees who are covering more than may reasonably be expected as an ongoing situation. HISTORY Brooklyn Center elected not to use Hennepin County Dispatch in the early part of the 1990's when several surrounding communities opted to use Hennepin County dispatch services. Brooklyn Center has operated its own Public Safety Answering Point (PSAP), dispatch, since the 1960's. In the summer of 2003, the City, through Resolution 2003- 119, authorized discussions with Hennepin County regarding public safety communications. One of the driving factors behind that resolution was the need to migrate our radio systems to 800 mhz. While we will use consolettes purchased with a grant, the estimated cost of a complete replacement of our dispatch and ancillary equipment to support dispatch (as opposed to the individual radios in squads and portables which will be replaced separately this year if the Council approves the transfer from the Technology Fund) would be around $700,000 Based on 2005 budget numbers, the cost for dispatch operations would be in the range of $545,000. Over the period 2002 —2005, the City has lost roughly $3.4 Million in HACA and Local Government Aid. These lost aids have been partially replaced with increased real estate taxes and a franchise fee. In the summer of 2003, the City participated in a 10 city effort coordinated by the City of St. Louis Park using PSC Alliance to review potential issues and costs associated with various consolidated dispatch concepts. Based on the report from Phase I, which indicated the potential to reduce costs through consolidation, the cities of St. Louis Park, Golden Valley, Richfield, and Brooklyn Center engaged PSC Alliance to conduct a Phase 1I study to provide a more detailed investigation of facilities and organization for a consolidated dispatch. OPTIONS Chief Bechthold and I have attended meetings with Hennepin County regarding dispatch. We also met with the City of Minneapolis and toured their dispatch center, as well as participated in the consolidation studies coordinated by the City of St. Louis Park. The basic options are: 1. Status Quo 2. Enhanced Status Quo 3. Consolidated dispatch along the lines of the PSC Alliance Report 2 4. Purchase of dispatch services a. City of Minneapolis b. City of St. Louis Park 5. Hennepin County All of the options have advantages and disadvantages. The primary advantages of retaining our own dispatch relate to local control and the seamless integration of computer aided dispatch and our records management systems. The primary disadvantages of retaining our own dispatch relate to the small size of the operation. If the status quo is retained, we have minimal coverage, training issues related to finding adequate time for training personnel, and the need for a large capital expenditure. Moving to an enhanced status quo improves the staffing situation at an increased cost of operations in the magnitude of $170,000 per year and retains the major capital needs for upgrading. The primary advantages of a consolidated dispatch with St. Louis Park and Golden Valley relate to reductions in the total cost for capital equipment. Another advantage, relative to other outside dispatch scenarios, is the ability to have the full use of our present Computer Aided Dispatch and Records Management System through Logis. Disadvantages include increased operating costs under the Phase II report. {St. Louis Park has indicated that it will be making a proposal to provide service to Brooklyn Center that may be based on a different cost structure than proposed in the Phase II report.} The operating cost increase results from the need to staff the police station with cso's who can maintain the non - dispatch activities performed by dispatcher under the present situation. Those costs are estimated at $200,000. The format is similar to the operation of the Golden Valley police department which maintains a 24 hour building. This allows for detention of prisoners, walk -in service, and a support system for officers. Disadvantages include being part of a relatively small operation. Minneapolis has advantages in terms of the depth of their staff, including dedicated fire dispatch, better training due to a larger staff and facilities, and the avoidance of capital costs. Disadvantages include the loss of the integration of Computer Aided Dispatch and Records Management Systems (assuming that Minneapolis does not select the same vendor used by Logis for its new system). With Minneapolis, Brooklyn Center would be a user, rather than an operator. Minneapolis appears to be receptive to meaningful participation by Brooklyn Center in the advisory process for dispatch operations. Minneapolis envisioned an 18 hour block with a dedicated Brooklyn Center dispatcher (backed up by the rest of the center). Brooklyn Center would also have its own channel. Issues of ability to protect against greater than inflationary cost increases would need to be addressed if this option were explored. Some concerns have been raised about 2 stage dispatch at Minneapolis where call taking and dispatching of a unit are done by two separate people. Brooklyn Center uses 1 stage dispatch where the same person takes calls and dispatches. Hennepin County uses a modified 2 stage where the call taker dispatches 3 a hot call (one that requires immediate dispatching of personnel) and then a monitor takes over the radio traffic of the already dispatched units. Hennepin County has advantages again in terms of the size of its operation and the elimination of operating and capital costs for dispatch. Chief Bechthold and Chief Boman have observed Hennepin County dispatch operations and found a decent structure and procedures. The governance structure raises issues in terms of responsiveness to the participating communities. Members are on advisory boards, but final decisions rest with the Sheriff. Another issue with Hennepin County is the need to interface their new Computer Aided Dispatch system with our record management. Hennepin County selected a new vendor that has indicated it will overcome this issue to make their system compatible with the Logis Records Management Systems. ISSUES AND QUESTIONS Among the issues and questions identified to date from the City Council and meetings with employees are: What will be the number of dispatchers per capita with current system v. with Hennepin County. There is a concern that Hennepin County could charge for dispatch services in the future. There was a concern about dispatching fire personnel during the night to avoid paging out the entire department for a matter that can be handled by the duty crew. Communication during a major fire incident to insure that firefighters are apprised of events — this relates to being able to hear what is happening was raised as an issue to addressed. Currently, fire feels this is accomplished by dispatch re- broadcast of important information relayed by a hand held radio. How will public works crews will be dispatched and monitored during after hours events such as snow removal, ice treatment, and responding to alarms at wells etc.? Questions were raised regarding maintaining operations until switching over to a different provider if our dispatch was eliminated. The level of responsiveness of the Sheriffs user board or the sheriff to the users was expressed. The need to budget to deal with unanticipated needs in backfilling the loss of dispatch. There was concern expressed about delay with 2 stage dispatch (Minneapolis) and loss of call back to emergency caller for additional information. 4 Some fire and police personnel expressed a desire to retain the savings from a different dispatch option for expenditure within public safety. SUMMARY Brooklyn Center needs to address how dispatch will be provided in the long term. This requires a decision among a number of alternatives, having different operational advantages and disadvantages, as well as very different cost implications. As indicated above, a decision on Hennepin County is required prior to November 30 This has been the prime focus of discussion since the consolidation study did not present a structure that would present a cost competitive alternative. Cost is not the only consideration. It must be part of the overall evaluation. The gathering of information has been done on a macro level to compare general ranges of cost. Costs of conversion are generally difficult to fully gauge as actual experience will generally result in some unanticipated equipment, software, or staffing implications. Should the final decision result in a discontinuance of our own dispatch services, we have a general format to operate on a 24 hour basis modeled on the steps taken by Golden Valley when they shifted to St. Louis Park for dispatch services. I would estimate that an additional $100,000 of any savings should be reserved in at least the short term (1 -2 years) to be able to respond to staffing, conversion of system, or capital needs such as a base station or radio upgrades in the field. Additionally, some method of providing monetary compensation for dispatch personnel in staying through a conversion to an outside provider should be part of any potential plan that results in discontinuing dispatch. It would be essential to maintain dispatch through such a conversion process and there should be recognition of the impact on dispatchers who would stay through such a process. 5 Comparing Alternatives Decision status quo enhanced three -city four -city Minneapolis Hennepin Parameters dispatch dispatch dispatch dispatch dispatch County Governance local police local police joint power joint power vendor /client sheriff function function function or or chiefs sit on UAB /SOP client/vendor client/vendor advisory board committee Staffing single -stage single -stage single -stage or modified two- two -stage 24/7 modified two - multi -task multi -task modified stage 24/7 station CSO stage 24/7 minimums: 1 minimums: 2 two -stage 24/7 station CSO station CSO station CSO Procedures & local with local with uniform with uniform with uniform with uniform with Process ad hoc review ad hoc review local local local local exceptions exceptions exceptions exceptions CAD & RMS LOGIS LOGIS LOGIS LOGIS proprietary proprietary Compatibility Printrack Printrack Printrack Printrack CAD with data CAD with CAD /RMS CAD /RMS CAD /RMS CAD /RMS dump to future LOGIS RMS interface to LOGIS RMS i Capital costs $703,300 $703,300 $269,300 $350,000 0 0 I Annual $543,378 $716,878 *$700,000 *$731,000 *$590,000 *$200,000 Operating Costs Public Safety Dispatching Considerations and Option's Discussion Purpose: • Background and timeline; • Current dispatch scenario and challenges; • Myths and truths; • Frame parameters and compare alternatives; • Discussion. Background: August 2003: Phase I Consolidated Dispatch Study April 2004: Phase II Consolidated Dispatch Study June 2004: Received proposal from Mpls Emergency Communications Department July 2004: Received proposal from Hennepin County September 2004: Phase II Study completed Timeline: Mid- September: Letter to employees updating them on the status of the process. September 20th: Met with fire department officers. September 22nd Met with police department officers. Week of October 4th: Scheduled meetings with all police, fire, and city personnel. October 13th City council work session to review results of Phase II study, and fiscal and operational analysis of all options. November 8th: City council meeting to vote on accepting or rejecting Hennepin County's offer to provide dispatch services. November 30th Hennepin County's deadline for commitment from communities to join sheriff's dispatch. Current • Single -stage dispatch operation • Staffing: ➢ 1 dispatch supervisor ➢ 6 dispatchers • Minimums: 1 ■ Tasks ➢ Dispatch ➢ After -hours lobby walk -ins ➢ Confirm hot files, perform CJIS entries and run criminal histories ➢ Book and maintain surveillance of detainees in the detention facility ➢ Process and enter booking and arrest data ➢ Station security ➢ Transcribe in- custody arrest reports ➢ Be available to look for booking photos, research prior histories, and capture information from previous reports Current Dispatch Challenges: • Attract, develop, and retain a quality work force • Staffing levels are not proportionate to: ➢Increased volume of public inquiries ➢Job tasks ➢ Depth and flexibility for peak periods • Rate of change in public safety technology • Standards and training • Costs Myths and Truths (PSC Alliance) • Autonomous local PSAPs ➢ Not true. Local PSAPs do not cause faster cause faster fire and police responses. In fact, local PSAPs are often responses. too small to manage multiple events quickly causing delays in dispatch. • Calls must be dispatched ➢ Not true. The PSAP can be located locally. anywhere as long as it is properly equipped, connected, and managed. • Consolidated dispatch ➢ Not true. Properly managed consolidated cant meet local needs and dispatch will work with users to establish and protocols. follow "best practices ". • Citizens demand local ➢ Not true. Citizens demand quality dispatch dispatch. and field response. • Local fire dispatch is ➢ Not true. Properly managed consolidated always preferred by fire dispatch is often preferred by fire officials as a better performing option because it officials. handles more fire activity, allowing for more consistency, focus, and practice. Comparing Alternatives Decision status quo enhanced ;,:,;Ytlree- city`' . four -city Minnap4lis, Parameters dispatch dispatch dispatch dispatch .' ` .dispatch Governance local police local police join# "p'oviier" ; ;: joint power ;'vendor /clienta ` <. function function. or chiefs" sit , o .,,. client/vendor :adyiso boar, elientTvenddr rY `. '- s e�.,:, Staffing single -stage single- stage single= ;stage or; modified two- = sta0e,24%7� multi -task multi' task mods red stage 24/7 statiop 0 . minimums: 1 minimums: 2 'tvi"o -s {fig 24!7 station CSO f„ Procedures & local with local with unifgrmi with '. uniform with uniforirr`tii #h'.`._ Process ad hoc review ad hoc review local `b :,z`eXCep #ions exceptions exceptions, CAD & RMS LOGIS LOGIS OGIS`> LOGIS roprieta Comp atibility Printra a P. p y ck PrintrackF:s Printra'ck'`M -';> Printrack AC7 "viii #h data` CAD /RMS CAD /RMS CADIRMS: CAD /RMS clu' rrip Capital costs $703 $703 300 aH • ;._` "` $350 000 Annual $543,378 $716,878;:= $7,00000; *$731,000 *$590`OCJQe;;T: Operating Costs.';;:- - ^ =- ;'•,,$.y, Comparing Alternatives Decision status quo enhanced thp*Lcity ., four -city (. Minneapolis,. Hennepin Parameters dispatch dispatch dispatch dispatch dispatch Governance local police local police '' joint power.:...: joint power vendor /cliient sheriff function function function or;; or chiefs.sit.on ;, UAB /SOP. ;client/vendo = r ;;° client/vendor advisory board z. committee Staffing single -stage single -stage single =s #age or, modified two- two -stage 24/7 modified two- multi -task multi -task :; modified.; ' ` stage 24/7 � stati0p CSO stage 24/7 minimums: 1 minimums: 2 tinio - stage 24/7 station CSO station CSO 'stafion CS0 Procedures & local with local with .:'uniform with , uniform with uniform with uniform with Process ad hoc review ad hoc review local::., local Iocal . local exceptions exceptions exception&F..;:, : exceptions CAD & RMS LOGIS LOGIS W;TLOGIS r ` LOGIS proprietary: ` : proprietary Compatibility Printrack Printrack Printrack Printrack 'GAD with data .: :CAD with CAD /RMS CAD /RMS CAD /R.MS ,;_; CAD /RMS dump J future 3 =r LOGIS RMS, interface to LOG 1S RMS Capital costs $703,300 $703,300 $350,000 0 Annual $543,378 $716,878 : $7001000 ' $731,000 �590,�0� $20Q;000 Operating Costs $a`' 0 ._ U . _. Page 1 of 1 Michael McCauley From: Myrna Kragness Sent: Friday, October 01, 2004 1:12 PM To: Michael McCauley Subject: FW: This is the only response I have received so far. From: PAT HURLEY [mailto:H2OWP @msn.com] Sent: Thu 9/30/2004 9:26 PM To: Myrna Kragness Subject: DEAR MAYOR, I AM & MAILING YOU THIS LETTER IN REFERENCE TO DISPATCH. I HAVE BEEN IN LAW ENFORCEMENT FOR ABOUT 8 YEARS AND I KNOW HOW IMPORTANT IT IS TO HAVE GOOD DISPATCHING. COMING TO BROOKLYN CENTER I WAS AMAZED BY HOW DISPATCH WORKS WITH BOTH POLICE AND FIRE. I VOLUNTEERED WITH THE SHERIFF'S DEPARTMENT FOR 3 YEARS AND IN THE 3 YEARS IT WAS NOT VERY OFTEN THE RADIO WAS NOT BUSY, HEARING STAND BYE WAS ALL TOO COMMON, WHILE BEING ON THE FIRE DEPARTMENT I AM ABLE TO HEAR THE TRAFFIC ON THE RADIO AND THE OPERATORS REALLY SEEM TO BE IN CONTROL NOT TO MENTION KNOW THE CITY AND A GOOD SHARE OF THE PEOPLE ON THE ROAD. BOTTOM LINE I THINK IT WOULD BE A GRAVE AND MAYBE EVEN DANGEROUS MISTAKE TO ONE GO TO THE COUNTY AND 2 AND MOST OF ALL LEAVE BROOKLYN CENTER. I THANK YOU FOR YOUR TIME AND HOPE YOU WILL TAKE THIS INTO CONSIDERATION. PLEASE IF YOU WOULD SHARE THIS WITH THE COUNCIL MEMBERS I WOULD BE VERY GRATEFUL THANKS PAT HURLEY 10/01/2004 4921 Fifth Avenue South Voice: 612 720 -5843 info@pscalliance.com ' P S C ' Minneapolis, MN 55409 Fax: 612 825 -8972 www.pscalliance.com A L L I A N C E Toll Free: 888 384 -9171 t FINDINGS & REPORT Allied Communities - Public Safety Answering Point (PSAP) Consolidation Analysis For the Minnesota Cities of. Brooklyn y Cente r Golden Valley Richfield Saint Louis Park Project ID #04 -C -30 -030 Submitted to ' Tom Burt, City Manager, Golden Valley Tom Harmening, City Manager, St. Louis Park Michael McCauley, City Manager, Brooklyn Center Samantha Orduno, City Manager, Richfield Date September 19, 2004 Address Inquiries to Jeff Nelson PSC Alliance Inc. 1 email: ieff.nelsonClDscalliance.com PSC- A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis TABLE OF CONTENTS Title Pa4e CoverLetter ........................................................ ..............................3 EXECUTIVE SUMMARY ............................................... ..............................4 Cost................................................................... ..............................5 Policies, Politics & Service Alignment ..................... ..............................6 Site.................................................................... ..............................6 Technology......................................................... ..............................7 OUR RECOMMENDATIONS .......................................... ..............................8 BACKGROUND OF PROJECT ....................................... .............................10 ' PROJECT SCOPE ....................................................... .............................12 METHODOLOGY ........................................................ .............................13 Overview of Data Analysis Activities ..................... .............................14 , Objectives......................................................... .............................14 ASSUMPTIONS ......................................................... .............................15 FINDINGS................................................................ .............................19 PSAP Observations ............................................. .............................21 Fire Discussion & Observations ............................ .............................40 Police Discussion & Observations ......................... .............................46 Hennepin County Sheriff's Dispatch ...................... .............................56 SITING.................................................................... .............................68 ' SitingSummary .................................................. .............................83 RECOMMENDATIONS ............................................... .............................84 Governance....................................................... .............................84 Staffing, Transition, Selection & Management ....... .............................87 STAFFING LEVELS .................................................... .............................89 Operations....................................................... ............................... 91 Technical.......................................................... .............................92 , Technical Summary ............................................ .............................94 FINANCE.................................................................. .............................95 OperatingCosts ................................................. .............................97 CapitalCosts ...................................................... .............................99 ' ExpenseSharing ................................................ .............................99 CostSavings ...................... ............................... ............................100 BudgetInflows ................... ............................... ............................103 Finance — Summary ............ ............................... ............................104 OPPORTUNITIES ...................... ............................... ............................105 TIMELINE................................. ............................... ............................107 CONCLUSION ........................... ............................... ............................107 APPENDIX Spreadsheets...................................................... ............................... Table 1 through Table 8 ....................................... ............................... Copyright ©— PSC Alliance Inc. — Minneapolis, Minnesota, September, 2004: This document has been prepared under contract ' for the exclusive use and benefit of the communities identified herein under a master contract with the City of St. Louis Park, Minnesota. Reasonable care has been exercised in the project analysis, report preparation, and recommendations contained herein. Information is believed accurate as noted herein. Written application for other use, distribution, duplicating, or , publication of this document or its contents shall be governed by written conditions established by PSC Alliance Inc. Corrections or requests for clarification may be addressed to PSC Alliance Inc. at the address shown on the cover page. Findings & Report © September 19, 2004 Page 2 PSG A A N c E Allied PSAP — Phase 2 Consolidation Anal sis y l September 19, 2004 Mr. Tom Burt Mr. Tom Harmening City Manager City Manager City of Golden Valley City of St. Louis Park ' 7800 Golden Valley Road 3015 Raleigh Avenue Golden Valley, MN 55427 St. Louis Park, MN 55426 Mr. Michael McCauley Ms. Samantha Orduno City Manager City Manager City of Brooklyn Center City of Richfield 6301 Shingle Creek Parkway 6700 Portland Avenue South ' Brooklyn Center, MN 55430 Richfield, MN 55423 ' Re: Findings & Report — Phase 2 Allied Communities PSAP Consolidation Project Dear City Managers: Transmitted to each of you are four (4) bound and one (1) unbound copies of this document. The document presents findings and reports ' results of our Phase 2 PSAP consolidation investigations. Once again we would like to thank each of you and representatives of your public safety agencies for the cooperation they exhibited in this ' study effort. This document contains narrative setting forth strategies for a four -city dispatch center consolidation project. Included are capital and operating cost estimates, staffing projections, and recommendations concerning factors such as site, governance, organizational structure, etc. An important component of this study has also been an analysis of a "free" offer of dispatching service tendered by Hennepin County to each of your communities. As this report is published we have already presented results of this work in City Council Workshop sessions in both Golden Valley and St. Louis Park. We are scheduled to conduct a similar session in Richfield in October. We stand prepared to coordinate schedule of a meeting with the Brooklyn Center City Council if desired. ' Again, we have appreciated the opportunity to work with each of you and all of the members of the various participating organizations and we ' value your confidence in our efforts. Sincerely yours, PSC Alliance Inc. J. J. &�'s't, Jeff Nelson ' Findings & Report © September 19, 2004 Page 3 PSC - A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis EXECUTIVE SUMMARY Independent review and analysis of Public Safety Answering Point (PSAP) ' consolidation options for the four communities of Brooklyn Center, Golden Valley, Richfield, and St. Louis Park is complete. The focus of this project has been to identify obstacles, opportunities, costs, schedule considerations, and make recommendations concerning PSAP consolidation. Another principal objective of the project has been to address considerations if one or more communities elects not to pursue consolidation. This latter scenario has several variations since every community will continue to deliver public safety service to its constituents and therefore, needs to receive its dispatching service from somewhere. In an end -of- project development, consolidation of dispatch for the four , communities has also been considered in the context of a recent offer from Hennepin County to provide dispatching services to any of the ten (10) independently operated PSAPs within the county on a first -come, first - served basis provided that a decision to participate with the County is made by November 15, 2004. We note that the motivations among the four communities making up this , study range from fundamentally committed to finding a consolidation partner (Brooklyn Center) to academic interest in the available consolidation , opportunities (Richfield). Golden Valley and St. Louis Park, who already share a consolidated PSAP relationship, are willing to consider alternative opportunities provided that pursuit of those opportunities does not disadvantage the other community in the already established partnership. Our past experience, coupled with an exploration of the literature and case studies concerning PSAP consolidation, shows that there are five key domains that must be resolved to the satisfaction of the partners in order for successful consolidation to materialize. These domains are: o Participation Fees: Cost of participation must be relational to the level of 1 service and the relative cost if a potential consolidation member were to deliver PSAP service independently. Cost to establish a consolidated, four (4) city PSAP balloons during the preparation and startup phase, then levels, and ' ultimately offers some economy over current autonomous operations. o Policies, Politics, and Service Alignment: Policies deals with issues such as organizational structure, governance, budget, planning, staff, and other high level conceptual topics. Politics characterize the way in which communities interact with one another and the shared policy vision that they may hold in common ... or not hold in common. ' PSC Alliance Inc. became aware of this offer from the County about 48 hours before publication of our draft report of findings and recommendations. Findings & Report © September 19, 2004 Page 4 PSC L L I A ti c E Allied PSAP —Phase 2 Consolidation Analysis ' Service Alignment is a description of the fundamental values held by policy makers about the way a shared service venture should satisfy the needs of ' its internal and external customers. • Site: A suitable fixed location from which dispatching services may be delivered must be identified, constructed, and serviceable over the long term. • Staff: Staff and technology are the two most visible components of any ' dispatch consolidation and in order for the venture to succeed, high caliber staff who have a special commitment to the project must be recruited, trained, compensated, and recognized. We conclude that a consolidated ' PSAP serving four communities could be operated with 4 fewer staff than now populate the autonomously operated PSAPs. These economies are possible by collocating and pooling personnel. As noted later in this report, ' greater economy could be achieved with comparable staff if other communities received service from the consolidated PSAP. Unfortunately, four communities is at the lower end of the efficiency curve for consolidated operations. Since personnel make up the largest recurring component of the individual PSAPs operating budget, any reduction in workforce holds the potential to control PSAP service delivery cost to some degree. ' • Technology: Continuity and technical symmetry in the technical arena (telephone, radio, Computer Aided Dispatch (CAD), and Mobile Data Computing (MDC) helps facilitate consolidation. ' These five domains form the "filters" used in our explorations and characterized in this report. ' Cost Capital Cost: Cost of establishing a single PSAP capable of serving the four communities using existing space in one of the municipally owned buildings with six (6) console positions is estimated at $1.2 million. This cost estimate assumes that the PSAP will be connected to the metropolitan 800 MHz radio backbone via a composite fiber optic /microwave radio link and further assumes that all new radio console, dispatch workstation, and telephone equipment is acquired .2 For comparative purposes, cost to Brooklyn Center or St. Louis Park alone for necessary connectivity to the 800 MHz backbone is estimated at $722,000 per PSAP or more than $1.4 million if each PSAP elected to stay in operation and connect to the Metro system. The estimated $1.2 million investment to establish consolidation provides a suitable foundation investment which could serve the dispatching needs of additional independent communities. Future capital investments over the next ten years to service other agencies would fall into the areas of voice logging 1 recording expansion capability, more dispatch workstations, and electronic 2 See "Space" section for the rationale for outfitting the PSAP with new equipment. Findings & Report © September 19, 2004 Page 5 -I- rsc A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis ' equipment to expand the telephone and radio "presence" at each , workstation. We estimate this cost at about $75,000 for each position added. ' Operating Cost: The cost of operating a single PSAP capable of serving the four communities is estimated at $1.955 million during the startup year. This cost includes staffing levels that are higher than what will ultimately be ' needed, but accounts for the need to startup a new PSAP and attrition. Policies, Politics, and Service Alignment Policies: There is general consensus on matters of policy amongst the four communities. The fact that the four cities agreed to proceed to a second ' phase consolidation plan is evidence of this. Politics: Less evident is how each community's political leadership will react to the possibility of closing their dispatch or relocating long established dispatching operations out from under direct control of internal city management. Past experience provides insight into how local officials ' reacted when presented with the possibility of closing the locally operated PSAP. Both the Brooklyn Center and Richfield City Councils ultimately declined to consolidate with others when the matter came before elected officials in years past. Only the Golden Valley City Council has experience in ' separating itself from its internally operated PSAP. Service Alignment: We see greatest "internal" divergence among the four ' communities in the area of service alignment. While all of the four communities share a desire to deliver top quality service to their constituents, community demographics, crime patterns, departmental , staffing and philosophy mitigate service alignment philosophies in ways which are unique and somewhat esoteric to each local community. Site We have explored potential PSAP locations within existing public safety facilities, on municipally owned property, and upon private property in the vicinity of the four communities. Based upon direction from the four city managers we have concentrated our analysis on property within municipal public safety spaces. ' Brooklyn Center Option: The most viable site for a four -city PSAP consolidation effort rests in the "Expansion Space" (Room 210) of the Brooklyn Center Police Building that was constructed in 1997. Room 210 ' offers more than 1,350 square feet of space for potential PSAP placement. Six (6) dispatch workstations could easily be installed within this space and still provide adequate adjacent room for electronic equipment needed to ' support the PSAP. The space is presently unfinished and serves as an exercise area for staff. Findings & Report © September 19, 2004 ' Page 6 PSC A L L I A N c E Allied PSAP — Phase 2 Consolidation Analysis The room offers direct access to the building telephone service entrance and electrical vaults. This proximity means that electronic conversion costs can be limited. While the space would need to be finished, a new PSAP could be established in this location without disrupting existing service to any of the four communities including the host City, Brooklyn Center. ' St. Louis Park Option: St. Louis Park offers some limited expansion area in the form of a conference room adjacent to the existing PSAP. The St. Louis Park building was constructed in 1993. The building was designed to 1 permit the walls of the conference room to be removed to allow limited expansion of the PSAP. Eliminating the conference room and changing the space into a suitable dispatch area would add approximately 132 square feet ' to the existing area PSAP. Three (3) dispatch workstations now exist at St. Louis Park. A configuration permitting three (3) more positions could be added before the room reaches maximum capacity. While six (6) total ' positions is probably adequate for a four community PSAP, this configuration offers limited space for future expansion in the event that other communities wished to join the consolidation effort. Remodeling of the facility would be more difficult than the Brooklyn Center scenario because of the existing ' operational status of the PSAP and adjacency issues associated with construction. If the St. Louis Park expansion option is exercised, special attention to continuity of service delivery will be needed. Richfield Option: Richfield's existing PSAP is outfitted with 2.5 positions. The partial position is not large enough to be fully outfitted with radio control capability so practically there are only two fully outfitted positions in the Richfield facility. The existing dispatch center contains a roof support column that limits flexibility for equipment deployment within the room. Richfield officials have identified approximately 250 square feet of space adjacent to ' dispatch (now occupied by records personnel) that could be considered as a dispatch expansion area. This expansion area is also encumbered with a support column further limiting the utility value of this space. Six (6) full ' radio /telephone equipped positions cannot be constructed within the identified Richfield space footprint and still meet handicapped accessibility and contemporary PSAP design criteria. As with the St. Louis Park expansion, moving into the adjacent records space in Richfield presents severe logistical problems to effect the transition. Moreover, Richfield's building is considerably older than either St. Louis Park or Brooklyn Center. The Richfield facility is reported to have a history of environmental (air ' quality) issues that have resulted in some complaints from incumbent employees of the City. Technology On an industry wide basis the most significant technological obstacles to ' achieving economical dispatch consolidation have been radio system compatibility and merging PSAP functions for agencies operating disparate information technology systems. Findings & Report © September 19, 2004 Page 7 __ * rs C A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis ' All four communities already share a common vision of participating on the ' Metro 800 MHz radio system and have active plans for acquiring subscriber equipment and migrating onto that network. Similarly all four communities have already committed to and are in the active deployment stages of using ' the LoGIS Printrak CAD and records software solutions. With these two hurdles already overcome, technological compatibility among the communities is effectively already realized. ' We conclude that the LoGIS (CAD, records management, and mobile data) "bond" is so strong that it makes consideration of alternative dispatching options — such as the one offered by Hennepin County — a poor fit for the needs of these four communities. OUR RECOMMENDATIONS ' We submit the following recommendations: ' 1. Consideration should be given to convening elected officials from interested communities in a special public meeting to hear the report about the opportunities for PSAP consolidation. This forum would provide a venue for local officials to explore their political similarities and differences. 2. Appropriate intergovernmental agreements should be drafted and executed. 3. Assuming consensus amongst all four communities, the planning wheels should be set in- motion to close Brooklyn Center's PSAP and move the dispatching operation to Richfield in the short term. We estimate this short- term period to be 12 months. a. Brooklyn Center, Golden Valley, and St. Louis Park should acquire the , needed mobile and portable radios to migrate onto the 800 MHz system. b. St. Louis Park should acquire the needed control stations and modifications to their existing Orbacom console to permit interim ' dispatching via the Metro 800 MHz system. The investment in these control stations would then be reused in the four community consolidated PSAP as local backup in the event of microwave or fiber ' optic cable failure. c. 800 MHz training should be planned using the resources of the HCSO Radio (Radio Training) Division to orient local users on 800 MHz issues. ' 4. Assuming local approval by elected bodies, technical design work and space preparations on the Brooklyn Center space modification should begin. ' 3 As noted in our Phase 1 report, available grant funding has accelerated the pace of the transition to the Metro Radio System. Findings & Report © September 19, 2004 ' Page 8 C A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis a. Fiber and Microwave connection equipment should be acquired and activated to establish broadband connectivity between Brooklyn Center ' and the 800 MHz radio network. b. Orders for dispatch workstations, telephone, logging, and radio control apparatus should be placed. ' 5. A new, consolidated PSAP should be created at the Brooklyn Center police building expansion space. The goal should be to have this PSAP in service and operating not later than January 31, 2006. 6. A plan for staff recruitment, hiring, training, and compensation should be adopted. ' 7. Preparations should be made to migrate Brooklyn Center and Richfield dispatching operations out of Richfield and back into the upgraded PSAP at ' Brooklyn Center. 8. Upon cutover to the new PSAP for all agencies, unused equipment (consoles at St. Louis Park, old consoles at Brooklyn Center, and abandoned 911 answering apparatus) should be removed and leases on equipment terminated. a. Limited PSAP functionality should be preserved at Richfield for long -term ' outages. Short-term backup functionality should be achieved by redirecting calls to the local agencies for processing by internal personnel (e.g. CSO's or desk staff). 9. Conversion to the new PSAP should be finalized and the system activated for the benefit of the four communities. I Findings & Report © September 19, 2004 Page 9 -*- rsc A L r A N C E Allied PSAP — Phase 2 Consolidation Analysis ' BACKGROUND OF PROJECT In August 2003, PSC Alliance, Inc. was engaged by the City of St. Louis Park on behalf of a consortium of communities, all within Hennepin County, to study and report on the general feasibility of consolidating public safety dispatching services for the communities or some sub - group(s) of the , communities. The communities studied were: Bloomington, Brooklyn Center, Eden Prairie, Edina, Golden Valley, Hopkins, Minnetonka, Richfield, and St. Louis Park. In addition, the City of Minneapolis and Hennepin County Administration both opted in to the study process to represent their interests and capabilities. This Phase 1 study project was completed in January 2004 and the report was delivered to the city managers, police and fire chiefs, and deputy county administrator. Key drivers of the original study process were the economic downturn, the , state's cash concerns, and the imminent threat of losing state aid to local governments. In Minnesota, most local governmental units receive some level of state aid. Those that were most economically challenged are ' generally the largest recipients of the aid payments. For example, Brooklyn Center's aid payments were 14.95% of its operating budget in 2002. Richfield's aid level was the greatest of the suburban entities in both its ' amount ($3.23 million) and percentage of operating budget (19.27 %). If the cities were to lose part or all of their state funding for local governments, the city councils and managers felt that they needed to begin identifying ways to both save and leverage scarce financial resources. Public safety dispatching was identified as an area to explore for possible cost - savings. As a result of the fiscal pressures being felt by public entities, the State Department of Public Safety (DPS) was commissioned by the Minnesota Legislature to study the cost effectiveness of autonomous PSAPs. The State's Management Analysis Division (MAD) conducted the study on behalf of DPS. ' This state inquiry was being performed in parallel with the work PSC Alliance performed in the Phase 1 consolidation study. The State's effort brought the issue into mainstream dialogue and fiscal review on a statewide basis. I At the same time that these drivers were in play, the movement toward regional implementation of the Metro 800Mhz trunked radio system continued in earnest. Fueled by aging dispatch equipment in most PSAPs, I the limited and time - sensitive availability of federal and state funding for infrastructure and subscriber radios, and an increasing appetite and need for inter - agency communication, the move to 800 MHz appeared imminent for most suburban agencies. Of the original study communities, only Eden Prairie had no current interest to migrate to the Metro 800 MHz trunked system, though they stated that they would consider it at the end of their radio equipment's useful life. Findings & Report © September 19, 2004 , Page 10 A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis Richfield had already implemented the 800 MHz radio system for the police service and expressed an interest in sharing its metro -ready dispatch ' capability with one or more agencies. The previous study concluded, "that greater effectiveness and premier service can be delivered at reduced overall cost through purposeful consolidation " . 4 Such purposeful consolidation, whether in aggregate or in clusters, was deemed feasible, yet the appetite for change, risk, and immediate action was limited to just four cities that jointly decided to proceed to a second study phase leading to a potential agreement to implement some level of consolidation. The four cities that agreed to the further study were: Brooklyn Center, Golden Valley, Richfield, and St. Louis ' Park. At a minimum, the cities of Golden Valley and St. Louis Park informally agreed that they would continue to work together into the future as St. Louis Park provides dispatching services today for Golden Valley under a "contract ' for service" agreement. In late April 2004, PSC received a contract from the four communities to begin the study phase for a possible consolidation effort; PSC was directed ' to provide a preliminary draft of its findings to the four client communities by the end of July. This time frame was viewed as important to facilitate 2005 budget preparation, as well as the utility of time - sensitive grant funds for ' infrastructure and mobile and personal radios. On July 22, 2004 Hennepin County notified independently dispatched ' communities (and Minneapolis) of its intent to offer free dispatching service subject to certain stipulations. The conditions of the offer included: • Processing community's requests on a first come, first served basis; • Limiting the "enrollment" period to November 30, 2004 after which no ' further opportunities for dispatching from the sheriff's department would be entertained for period of eight (8) years; • Cities choosing to become part of the system would be required to buy ' or lease 800 MHz radios and receive training; • Purchase new or replacement mobile data terminal (MDT) laptops for their squad cars; ' Use the Sheriff's Office protocols, and convert to the County system and cities would have to adapt to the present service level offered by the Sheriffs Office unless the Sheriffs Office and User Advisory Board agree on a change. 4 Revised Final Report, January 15, 2004, page 45. Findings & Report © September 19, 2004 Page 11 PSC A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis ' PROJECT SCOPE ' This Phase 2 analysis took on the identity of the "Allied Communities — PSAP ' Consolidation Project" and was to take the concept of four -city consolidation to the milestone of community consideration at the staff level for dispatch consolidation implementation and included meeting with the four city , councils to present the report. Areas of exploration included additional detailed analysis of the following , factors for a four -city consolidation project: • Policy: Develop recommendations for the specific policies, missions, service goals, and service delivery oversight expectations for ' consideration at the community and department level. • Operational: Develop recommendations for the specific operational, ' logistical, and procedural issues and help facilitate reconciliation of disparate operating protocols. • Governance: Analyze governance options and recommend a governance ' model that would meet needs of individual participants collectively • Management: Analyze management and organizational design options and recommend the management and organizational model that best ' meets the needs of individual participants, while maximizing the prospect of success for the consolidation venture. • Service: Identify key areas of service delivery currently provided to ' internal and external customers and show how the current levels could be maintained and /or improved in a consolidated center. • Site: Evaluate at least one site per community, analyze all candidate ' sites, and recommend the best site for consolidated dispatch operations. If interim siting is required for transition, recommend most appropriate site. • Staffing, Training, & Workload: Recommend staffing levels after further analysis of workload factors within each community. Identify training requirements and overall learning strategy, as well as staffing ' methodology and prospective issues. • Technical: Assess and recommend the appropriate technical facilities (radio, telephone, computer, etc) needed to support consolidated PSAP ' operation for the participants. • Financial: Develop budget documents and cost apportionment formulae. Our financial analysis (See Appendix) includes a capital , budget to undertake conversion to consolidated status, a suggested first year's operating budget, and an operating budget for years 2 and 3. Findings & Report © a September 19, 2004 ' Page 12 _ C A L L I A N c. E Allied PSAP — Phase 2 Consolidation Analysis Our work examined each of these factors to create a four -city dispatch consolidation implementation plan. The plan is intended for local review and ' consideration by each participating community and can be used as a road map for the communities to follow if they move towards consolidation. ' METHODOLOGY The following steps were used to complete the study: 1. Further defined the current state of dispatch operations including assumptions, key issues, and performance perceptions. ' 2. Conducted fact- finding meetings with city managers, fire chiefs, police chiefs, and other interested stakeholders. 3. Further distilled and analyzed demographic, expense, operational, and ' performance data. 4. Determined the factors bearing on the prospect of consolidation and evaluated them accordingly. ' 5. Identified critical success factors and other relevant criteria. 6. Developed service delivery assumptions and tested them with ' stakeholders. 7. Observed operations in dispatch, on the street in patrol, and at fire stations for comparison and consideration. ' 8. Identified project issues /options and discussed these items with line operations staff. 9. Compared data to other consolidated entities and with the State of ' Minnesota's study (cited earlier) and its identified best practices. 10. Met with selected external service providers that are supporting each PSAP (Qwest, LoGIS, et al) to determine modifications required, ' projected expenses, etc. 11. Documented the findings and preliminary scenarios. 12. Identified prospective site and governance options for any resultant consolidation effort. 13. Prepared the financial models. 14. Developed recommendations. ' 15. Identified action plan elements for next steps. 16. Crafted the study outputs into a draft report. ' 17. Engaged study group participants in discussion of the draft report. 18. Observed the operations at Hennepin County Sheriff's Radio and interviewed a suburban agency receiving dispatch service from them. 19. Formalized the study outputs into a final report. Findings & Report © September 19, 2004 Page 13 A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis , Overview of Data Analysis Activities , We requested various elements of data to help validate data elements from ' the original multi -city feasibility study. As noted in the original feasibility study, we found it difficult to capture ' and /or validate some elements of data due to technology or procedural gaps across the respective agencies. As noted in the original study, while all communities were adamant about providing high levels of service, most had little or no data to demonstrate or support some of their dispatch service ' quality claims. Throughout the duration of this project we looked beneath the surface of the ' original data performing additional qualitative and subjective research into such things as level of service (LOS), staff buy -in, and areas to model or improve on for each PSAP. We identified steps that could be taken to , improve the consistency, efficiency, effectiveness, and /or quality of existing operations in the event that the communities choose to remain autonomous. In addition, we also worked with agency heads, managers, and line staff to ' identify and refine assumptions and action items for their agency in the event the communities chose to close their PSAPs and consolidate dispatching. "Next steps" were identified that each agency could undertake ' to provide select services at an acceptable level of service in the individual communities (detention, staffing the local customer window, etc.). Ultimately we utilized the data to create financial models for comparison of ' various service delivery and expense- sharing alternatives. Objectives ' The objectives of this study project were to: ' 1. Guide the participating communities to and through the governance and management set -up processes. 2. Develop an implementation plan for consolidation. , 3. Determine anticipated expenses and expense- sharing formulae. 4. Deploy a transition plan to accompany implementation. ' 5. Develop metrics to measure and track success. Findings & Report © September 19, 2004 , Page 14 rsC ' A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis ' ASSUMPTIONS ' During the Phase 1 portion of this consolidation study a list of assumptions started to develop. This list made the basis for what the communities who were part of Phase 1 wanted to see in a possible consolidated PSAP. The list also included a significant number of items from the current individual PSAP, Fire, and Police operations that didn't want to be lost in a consolidated effort. ' During this phase of the project, we used the Phase 1 assumptions and placed them in front of the City Managers, Police Chiefs, Fire Chief Officers, other command staff, and line staff to see what still was applicable and important, as well as creating a more specific list. There were several major assumptions from the first phase that Brooklyn Center, Golden Valley, Richfield, and St. Louis Park continued to articulate. To refine the list of assumptions, dialog took place on the following questions: ' 1. Why didn't your agency join Hennepin County Sheriffs Dispatch during the last'open enrollment' period? 2. What services does your individual PSAP provide that you're ' concerned will suffer in a consolidation or joining HCSO Dispatch? 3. What issues in your current PSAP operation would you like to see ' changed? 4. How important is cost of PSAP operation to your agency? 5. Are you willing to pay to receive a higher level of service for your ' citizens and public safety personnel? ' 6. How could cost sharing be divided? 7. How important is local control /input in the governance of a consolidated PSAP? 8. Could your agency function with a PSAP your agency didn't have ' autonomous control over? 9. How concerned are you with having the PSAP serving your agency geographically close to your city? 10. How do you believe your current PSAP employees should be involved in a consolidation effort? 11. What current tasks that your PSAP staff performs might be eliminated or assigned to other staff? Findings & Report 9 p September 19 20 P , Page 15 rsc - -- + A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis ' 12. Will coverage for your public window and detention remain 24/7? 13. What are the above and beyond' items you want to continue for ' your citizens in a consolidated dispatch? From these and other questions, we developed a list of assumptions that ' drove our work toward a recommendation of a consolidated PSAP. • Feasibility - It is feasible to consolidate the four named cities in a ' joint PSAP • Level of Service — Citizens in our communities expect a high level of ' service from public safety. • Officer /Firefighter Safety — Maintain the ability to air traffic stops as well as more dedicated dispatcher attention during fire ground ' operations. • Joint Powers Board — Equal representation in ownership and ' governance with meaningful representation on a user board and operations committee to deal with service issues or changes needed. • Efficiencies — Use economies of scale to make better use of the ' highest cost of dispatch - labor. Why purchase new equipment for multiple PSAPs when those items could be shared in a consolidated effort? ' • Cost — Sharing resources and benefiting from economies of scale conserves funds for every city. , • Service Improvements — Use the consolidated model to improve service through training, better tools, and staff coverage. , • Timelines — Each existing PSAP has varying deadlines for consolidation. Operational costs, Metro Radio implementation, staff turnover, and aging equipment are facing the individual PSAPs. ' • Expandability — If a consolidation took place, expansion to add additional agencies could take place more easily. ' • Backup /Redundancy — "Don't put all the eggs in one basket." Plan for a short to moderate length backup operation for the consolidated ' center elsewhere. • Existing Sites — Look at all three existing PSAPs and each community's facilities to determine if adequate space exists for a ' consolidated PSAP large enough for the prospective four -city consolidation. Findings & Report © September 19, 2004 ' Page 16 PSC ` A L L I A N c E Allied PSAP — Phase 2 Consolidation Analysis • Additional Sites — Explore other sites for that will offer adequate, hardened space for a consolidated PSAP. As the project continued, more refined assumptions emerged. These came ' from discussions with the city managers, as well as the agency heads and representatives: ■ Operational Date - A fully- equipped consolidated PSAP will be operational no earlier than 1/31/06 assuming a start date of no later than 11/1/04. ' ■ Golden Valley does not prefer to re -open a PSAP. ■ Governance - A joint powers relationship is an expressed expectation ' versus a contractual agreement. ■ Limit Overhead - Limit administrative expenses; don't duplicate all ' organizational elements already found in the cities' structures, e.g., human resources, finance, etc. • Capital Equipment - Willing to change ownership of assets to a new ' entity if appropriate credit is provided. ■ Cost Sharing - should include: ■ LoGIS CAD events • LoGIS inquiries ■ 911 calls ■ ICRs ■ Part I and Part II Crime Reports ■ Fire /EMS runs ' • Staff services rovided to the entity b the participants will be looked P tY Y P P at for possible credit • One -time Costs - There will be startup costs for capital, training, transition, etc. ■ Savings — The total amount of savings depends on the extent of reduction and /or reallocation of staff off- budget of the consolidated PSAP ■ Level of Service - All agencies have expressed specific areas and examples where a consolidated PSAP could improve service over ' their current individual centers Findings & Report © September 19, 2004 Page 17 PSC - A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis t • Location - i -i P A f Cities es will consider a consolidated PSAP regardless o 9 ' which city the location may be. • New Construction - Use existing facilities; do not explore starting , from ground up, but remodel as appropriate • Hiring - All PSAP employees will be "new hires" • Radio Operation - Each agency will migrate to 800 MHz Metro Radio • CAD /MDC operation - All agencies will be operating Printrak CAD t from LoGIS • Detention - Each agency will maintain their detention facility and ' staff it with CSOs, sworn staff, or others. (This cost will not be a consolidated PSAP expense) • Public Window - Maintain 24/7 watch on the existing police lobby ' public window with local staff to handle any report support needed by the public. (This cost will not be a consolidated PSAP expense) ' • Administrative /Non - emergency phones - Local agencies cover 24/7 using local staff. Calls for service forward to dispatch while ' maintaining a local presence as underscored in the discussions regarding "level of service ". (This cost will not be a consolidated PSAP expense) • Local CCTV /Access Control - Each agency will relocate any of these functions to the Public Window staff. Note that the consolidated PSAP will not handle this function even if collocated in host agency's ' building. • Fire Alerting — The needs are the same across the four agencies and enhancements will be entertained by the fire chiefs ' • Hot File Entry — The consolidated PSAP could enter'hot files', but the local authority agency will remove and enter locally as soon as ' possible to avoid confusion Findings & Report © September 19, 2004 ' Page 18 ' A L L PSC A N C E Allied PSAP —Phase 2 Consolidation Analysis FINDINGS ' During the Phase 1 portion of this consolidation study, detailed interviews were conducted with the police and fire chiefs or their appointees. The goal was to get an overview of the current mission, operational goals /challenges, and broad similarities and differences in their agency's operation compared to the other agencies in the study. This phase of the analysis was more granular in its research to determine ' specific items, issues, and goals that are both common and different across the four communities taking part in the study. ' We scheduled blocks of time (usually half days) to spend sitting along with the dispatchers in each PSAP, on patrol in squad cars, and in the fire stations responding to ca 11S.5 We acknowledge that a 4 -5 hour observation period does not fully cover the breadth of the varying calls for service handled by each agency observed, but it provides remarkable insights into some common facets of operational protocol. We were able to discuss a variety of ' scenarios with staff, even as call volume ebbed and flowed. We attempted to have all observation periods scheduled on weekend afternoons and evenings to get a valid comparison between communities. Since Golden Valley is dispatched out of the St. Louis Park PSAP, we spent several hours with the Community Service Officer (CSO) at Golden Valley's public window /front desk. At the Golden Valley and Brooklyn Center Fire Departments, time was spent at a training drill for several hours with the paid on -call members to discuss current levels of service in dispatch, as well as concerns about a consolidated PSAP. The goal in each of the observations was to gain insight from line staff about how each agency would manage if the PSAP operations were consolidated with others. Key observations were noted based upon the task performed in the agency. A list of items we covered follows: ' Dispatch: • Inventory technical equipment ' Note radio channels monitored • Use of paper resources that aren't available from CAD system. • Observe staff interaction with each other ' Observe staff interaction with public (phone & window) • Discuss subjective concerns staff may have with consolidating their agency • Identify any `roadblocks' that might be an issue in a consolidated center s Paid on -call fire departments were observed by spending some time with staff during a training /meeting night. ' Findings & Report © September 19, 2004 Page 19 PSC - A L L I A N C E Allied PSAP —Phase 2 Consolidation Analysis , • Observe dispatch operation (single stage) and note effectiveness • Observe dispatcher interaction with building access controls, CCTV monitoring /recording, detention operation, and how those tasks , might be reassigned in a consolidated center • Rate use of memorized procedures' vs. dispatch tools such as CAD or paper • Engage staff to give opinions /suggestions on the consolidation effort • Formulate an opinion of the "level of service" (LOS) provided to the community by the agency ' • Note areas to be modeled or improved on in a consolidated PSAP effort Fire: , • Gain further detail in each agency's fire /rescue operations • Understand in further detail how staff coverage, station assignments, ' and staff callback or callouts are handled • Gather more understanding of Mutual Aid /Auto Aid partners and what those protocols are ' • Discuss interaction with dispatch during station /staff callout and fire ground operations • Discuss effectiveness of dispatch in Fire's perspective • Ride along on fire /medical runs to observe and better understand department operations (full time departments) • Observe staff interaction with each other ' • Observe staff, interaction with public • Discuss with staff the differences in their operations compared to the other fire agencies in the study • Discuss the relationship with Law Enforcement, Advanced Life Support, et. al. ' • Solicit suggestions for improvements to dispatching that could improve fire fighting /rescue operation • Engage staff to give opinions /suggestions on the consolidation effort , • Better understand the community served by observing public safety duties in the field Police: , • Gain further observations of policing style deployed in each agency • Observe staff interaction with each other • Observe staff interaction with public • Ride along in squad car to observe and better understand department operations Findings & Report © September 19, 2004 ' Page 20 PSC ' A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis • Solicit suggestions for improvements to dispatching that could improve law enforcement operations ' Engage staff to give opinions /suggestions on the consolidation effort • Solicit opinions from officers regarding the effectiveness of their current dispatch operation • Observe ancillary communication tools used by officers to perform their job (mobile data computers, portable radios, etc.) and discuss effectiveness with staff • Discuss with staff the differences in their operations compared to the other law enforcement agencies in the study • View and discuss officer staffing levels and any sectoring of beat assignments • Engage staff to give opinions /suggestions on the consolidation effort • Better understand the community served by observing public safety ' duties in the field PSAP Observations Brookl n Center PSAP r:1 � f a d P ' Brooklyn Center PSAP — Barb helping Jennifer recode a CAD event. Technical: ' 1997 building completion & PSAP commissioning • 300 Sq. ft for dispatch center • 180 Sq. ft for back room equipment collocated Findings & Report © September 19, 2004 Page 21 A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis ' • No square footage is realistically available for adjoining expansion space • 2 full radio /phone /CAD positions • 1 Call taker /overflow position • CCTV monitoring of building & detention at both positions • Orbacom CRT radio console ' o 800 MHz interoperable RF Control stations are located in equipment room • Building access control via Orbacom console soft keys on screen • LoGIS CAD (Printrak CAD upgrade completed 8/04) • UPS & Genset backup power • Positron 911 premise equipment leased and maintained by Qwest 0 4 wire line 911 trunks 0 2 wireless 911 trunks ' • Squads run LoGIS MDC software • Secure facility with public window from lobby; has bullet resistant glass, intercom and document pass tray. ' • Staff still uses both the 911 phone set and a digital set off the city PBX (this makes headsets hard to use and most don't use them) • PSAP area also contains amenities such as rest room and kitchen /break room • Equipment room is adjoining the PSAP. It is quite crowded with no easy expansion. Some legacy VHF radio transmitters may be removed following conversion to 800 MHz Metro Radio. Findings & Report © September 19, 2004 ' Page 22 PSC A L L I A N C E Allied PSAP —Phase 2 Consolidation Analysis k P. x ' Brooklyn Center back room equipment (partial view) Since Brooklyn Center's PSAP is surrounded by the main Police lobby, the detention facility, and the outside building wall, there isn't adjoining space that could realistically be used for expansion in the current, ground floor location. ' Findings & Report © September 19, 2004 Page 23 RSA A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis ' • Krm v :• 3rooklyn Center Legacy VHF equipment , ,= k' Brooklyn Center Public Window (Dispatch look out to Lobby) Dispatch `Sit - along' shift synopsis: , 4/3/04 Saturday (4pm — 8PM) Dispatch was staffed with 2 dispatchers. Barb has worked at Brooklyn Center for 5 years and Jennifer for 1 month. Training and some shadowing is still being done by Barb, but Jennifer is , handling most things on her own. Findings & Report © September 19, 2004 Page 24 PSC ' A L L I A N C E Allied PSAP —Phase 2 Consolidation Analysis ' Brooklyn Center di - y dispatchers are non-union. They have had significant turnover. Barb is just completing her RN degree and stated that she will be ' looking for a nursing job. Police officers fill in for dispatchers if they're on light duty. Morale is described as low among dispatcher staff due to unknown job security, turnover, and overtime. For this shift being observed, call load was light. Several traffic complaints, 911 transfers, an "attempt to locate ", a juvenile shoplifter, traffic stops, and a medical for the duty crew made up most of the shift. Staff uses s paper resources for various functions in the PSAP. Paper ma p P P are used to verify addresses within the jurisdiction, lost dogs are maintained ' on a paper log, and impound releases are handled locally via the public window. Staff enters and keeps in dispatch all Orders for Protection. i 3arb at Brooklyn Center (position 1) ' Much of the training has a large on- the -job component. Obviously, if staffing is thin, staff coverage of the position is important and training is cannot be performed off- console. ' Most Standard Operating Procedures (SOPs) are maintained in the dispatcher's head. CAD doesn't appear to contain assistance for call ' handling. (Discussions with agencies preparing to convert to Printrak CAD state that the new software will allow for more of these tools than LoGIS CAD currently in operation.) Findings & Report © September 19 2004 P , Page 25 PSC L L I A N C E Allied PSAP —Phase 2 Consolidation Analysis ' Single -stage dispatching (Dispatchers handle both phone and radio) is in use ' in Brooklyn Center. Barb would occasionally pickup phone calls to assist Jennifer with questions. Efficiency of the single -stage operation could not be ' measured well due to training taking place. Staff interaction with the public, each other, CSOs, and officers is very good. They have good relationships as coworkers. Barb has good knowledge of the geographic boundaries and landmarks of the city. Public window — To preclude visitors in the lobby from reading content of the , CRT screens, the room has been laid out so that staff must walk around their position to service citizens at the window. Lengthy window conversations pull staff away from the dispatch function requiring 2 nd person to cover. It could be possible for window traffic to be interrupted if phone /radio traffic was less than light. The dispatcher helping someone at the window may need to go back to the dispatch console to take a radio or phone call if the other person is busy on a call. ' No major roadblocks to consolidation were observed. Aside from some projects for domestic abuse and shoplifting, SOPs seem similar to other , agencies in the suburbs. Making use of the new Printrak tools for SOPs, unit recommendations, etc. would help ease the transition. Richfield PSAP ' Deb and Scharri dispatching at the Richfield PSAP (partial view) , Findings & Report © September 19, 2004 Page 26 1 PSG A L E I A N C E Allied PSAP —Phase 2 Consolidation Analysis Technical: • Dispatch operation since 1981 with several upgrades since then • 250 Sq ft for Dispatch Center (including space lost to roof support column) • No Sq ft for back room equipment collocated • 250 additional Sq ft has been identified by staff for expansion space (including space lost to roof support column) ' 2 full radio /phone /CAD positions • 1 Call taker /overflow position • CCTV monitoring of building & detention at both positions • Evidentiary recording of Booking process in Dispatch • Richfield is the only city in the study group that is currently operating a 800 MHz Metro Radio PSAP for Police. • Motorola Gold. Elite CRT radio console o Richfield uses a blend of 800 MHz Metro Radio as well as legacy VHF for Fire Department. (August 2004 Fire will cut over to MRB. Legacy VHF will be maintained for off -duty staff call in) • Building access control via Gold Elite console soft keys on screen ' Richfield PSAP expansion space as identified by staff. Expansion is offered up to the support pole in the center of the frame. (PSAP door is shown on the right.) ' Findings & Report © September 19, 2004 Page 27 PSC A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis ' • Printrak CAD (Cut over from LoGIS CAD 6/04) ' • UPS & Genset backup power • Positron 911 premise equipment leased and maintained by Qwest , 0 4 wire line 911 trunks 0 2 wireless 911 trunks • Squads run Printrak MDC software ' • Secure facility with no public access from lobby. Intercom /phone allows dispatch to communicate with outer lobby. , • Staff still uses both the 911 phone set and a digital set off the city PBX. (This makes headsets hard to use and most don't use them.) • A Zetron® Fire alerting device was installed, but has yet to be ' placed in full service. The technology is not compatible with the Metro digital trunked system technology. Alternative fire alerting methods are under consideration in Richfield. • PSAP area has a small rest room adjoining the space. , • Equipment room is spread between various rooms away from the PSAP. One room is located in the basement below the PSAP. The other is located adjacent to the radio tower accessible only from outside. Where the 911 and phone equipment is located, it is quite crowded, cramped, and lacks easy servicing space. These equipment areas do not meet contemporary standards for PSAP technology. There is no easy expansion in this location. The other equipment room adjacent to the tower contains some legacy VHF radio transmitters and may be removed following conversion to 800 , MHz Metro Radio. Legacy VHF Fire transmitter will remain for fire pager alerting. MIMS and Point to Point radios will be decommissioned. Climate controls in the tower equipment rooms ' are both good, due to collocation with a cell carrier. Easy access by dispatch personnel is a drawback due to the need to exit the building to observe or monitor any future equipment. Findings & Report © September 19, 2004 ' Page 28 ' A L L PSC I A N C E Allied PSAP —Phase 2 Consolidation Analysis pal r. �san i ' Richfield Basement Equipment Room (Partial view) �fi a a ` q c ' Richfield Newer Equipment Room (by tower — CEB & MRB equipment shown) ' Findings & Report © September 19, 2004 Page 29 -11- rsc --- I A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis ' t IIIIilllili 61GO I ' s v 1 Richfield Older RF . ui men I view VHF equipment , eq p t room adjacent to tower (partial )Legacy shown Dispatch `Sit - along' shift synopsis: ' 3/27/04 Saturday — (as well as 6/10/04 following Printrak conversion) Dispatch was staffed with 2 dispatchers. Deb and Scharri have both been at , Richfield for many years. For the shift being observed, call load is fairly light. (The second shift ' observed following the Printrak conversion was busier) A suspect fleeing on foot, 911 transfers to the State Patrol and Bloomington from wireless callers, several traffic stops, an auto -aid call to Richfield for the Fire Department, and locating a special needs juvenile walk -away made up most of the ' observed shift. Scharri got tied up on the phone with a citizen with a civil matter for some time. Light call loading allowed her to take the needed time to provide direction to the caller. This saved an officer from having to be , sent. Staff advised that the caller was satisfied with the information provided. Findings & Report O September 19, 2004 , Page 30 I, _ C ' A L L A N r. F Allied PSAP —Phase 2 Consolidation Analysis ' Staff uses some paper resources for various functions in the PSAP. Use of paper maps has changed following the Printrak conversion since an ' additional mapping screen has been added. Single -stage dispatching (where dispatchers handle both phone and radio) is ' in operation. Depending on who may be on the phone, the other dispatcher would handle the radio traffic or a second caller. There was a significant amount of both verbal and non - verbal cues between dispatchers to signal who was handling what. It could be argued that the single -stage operation ' creates inefficiencies by two staff handling the same call, but it may also expedite call dispatch. There is the possibility that a radio call may be missed when one dispatcher believes the other is monitoring. ' Lichfield's Motorola Gold Elite (800 MHz) CRT console shown with Printrak CAD and unit status /mapping to the right Staff interaction with the public, each other, and officers appears good. ' They seem to have good, both professional and personal, relationships as coworkers. Dispatchers are seasoned and have knowledge of the geographic boundaries and landmarks of Richfield as well as some adjoining jurisdictions ' such as Bloomington, Edina, and bordering Minneapolis. Most of the PSAP staff has a long tenure. Richfield has a group of part-time dispatchers that help fill the schedule. Findings & Report © September 19, 2004 Page 31 PSC L L I A N C E Allied PSAP —Phase 2 Consolidation Analysis ' 1 i 1011MM112041m: Scharri dispatching at Richfield (Position 2 - pre - Printrak) ' Public contact — Since there is no means of direct contact with the public ' from the Richfield Public Safety building lobby, staff interaction is only via what they can see out to the lobby as well as through use of an intercom. Windows and glass doors are locked from the lobby but the glass doesn't appear hardened. If someone wanted to gain access, they could by breaking ' tempered glass. No major technical or operational roadblocks to consolidation were observed. ' SOPs seem similar to other agencies in the suburbs. Continuing to make use of the new Printrak tools for SOPs, unit recommendations, etc., will help ease the transition into a consolidated PSAP. ' Fire dispatching for Richfield is fairly straightforward. It is a full -time Fire Department with two stations. Auto -aid and staff callback can sometimes cause confusion for both the on -duty crews and those being recalled. Fire , resources are shared both directions with the Metropolitan Airports Commission (MAC) fire department and surrounding agencies. In a consolidated effort using Printrak CAD, better up -front CAD programming , can minimize these differences, coupled with more training of dispatchers. Our observations did not identify if Richfield was yet making use of unit recommendations for auto -aid fire calls in the new version of Printrak that , was in- service. Findings & Report © September 19, 2004 , Page 32 1 PSC y 1 A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis ' St. Louis Park PSAP d4 illdl 'y i St. Louis Park PSAP - Positions 1 & 2 shown (Public window in background) Technical: • 1993 Building completion & PSAP commissioning • 614 Sq ft for Dispatch Center - • 168 Sq ft for back room equipment collocated • 196 additional Sq ft earmarked by staff for expansion space • 3 full radio /phone /CAD positions ' • CCTV monitoring of building & detention at both positions • LoGIS CAD (Printrak CAD upgrade scheduled 8/04) • UPS & Genset backup power 1 Positron 911 premise equipment leased and maintained by Qwest o 4 wire line 911 trunks ' o 2 wireless 911 trunks 1 Findings & Report g p September 19, 2004 Page 33 1 PsC A L L I A N r. E Allied PSAP — Phase 2 Consolidation Analysis ' mammon St. Louis Park PSAP — Orbacom CRT Console ; tl `, ID s L 8+ Gwen m S St. Louis Park PSAP - Building access control via Orbacom console soft keys on screen as well as push button controls at Position 1 that take up significant rack /console space. Including: Rauland intercom into detention area Findings & Report © September 19, 2004 ' Page 34 PSC A L L I A N C E Allied PSAP —Phase 2 Consolidation Analysis St. Louis Park — area identified as expansion room — remove PD Conference room behind wall. ' Squads run LoGIS MDC software • Secure facility with public window from lobby; has bullet resistant glass, intercom and document pass tray ' Upgrades - PSAP recently switched from TCI 911 to Positron 911 through Qwest • Staff still uses both the 911 phone set and a digital set off the City PBX (This makes headsets hard to use and most don't use them.) • PSAP area also contains amenities such as rest room and kitchen /break room • Equipment room is adjoining the PSAP. It is quite crowded with no easy expansion. Some legacy VHF radio transmitters may be removed following conversion to 800 MHz Metro Radio. ' Findings & Report © September 19, 2004 Page 35 i PSG A L L I A N C E Allied PSAP —Phase 2 Consolidation Analysis 1 i St. Louis Park Equipment Room (partial view) h' H A� xN �t YeA St. Louis Park Restroom & break/kitchen (adjacent to PSAP) ' Findings & Report © September 19, 2004 ' Page 36 PSG A L t i a N c E Allied PSAP — Phase 2 Consolidation Analysis Dispatch `Sit - along' shift synopsis: 3/26/04 Friday - Dispatch was staffed with 2 dispatchers. Cindy and Tera ' have both been at St. Louis Park for many years. Cindy came from Richfield before working here. It was obvious that there was good chemistry between staff by their performance, as well as discussions during non -peak periods. For this shift being observed, call load is moderate. A fight was reported, 911 transfers to the State Patrol from wireless callers, traffic stops, an outside fire for the Fire Department, and a property damage accident made ' up most of the observed shift. Staff uses some paper resources for various functions in the PSAP. Paper maps are used to verify addresses within the jurisdiction as well as CAD nature codes, street abbreviations, and phone lists are kept under glass at each console osition. ' Paper resources at St. Louis Park positions ' Most standard operating procedures (SOPS) are maintained in the dispatcher's head. CAD doesn't appear to contain assistance for call handling. (the Printrak version of CAD will allow for more of this than the older version of LoGIS' CAD that was in place during the observation period; ' the upgrade to Printrak was due for completion at about the time this report is published). Single -stage dispatching (a dispatcher handles both phone and radio at their respective position) is in operation. Depending on who may be on the phone, the other dispatcher would handle the radio traffic or a second caller. ' Findings & Report © September 19, 2004 Page 37 --- rs C A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis ' There was a significant amount of both verbal and non - verbal cues between dispatchers to signal who was handling what. It could be argued that the single -stage operation creates inefficiencies by two staff handling the same ' call, but in some cases, it may also expedite call dispatch. There is the possibility that a radio call may be missed when one dispatcher believes the other is monitoring. - indy at St. Louis Park PSAP (Position 1) Staff interaction with the public, each other, and officers appears good. They appeared to have good relationships as coworkers. Dispatchers are seasoned and have knowledge of the geographic boundaries and landmarks , of both Golden Valley and St. Louis Park. Public window — Lengthy window conversations could pull staff away from ' the dispatch function requiring 2 nd person to cover. It could be possible for window traffic to be interrupted if phone /radio traffic was moderate to heavy. Dispatch is able to close blinds on the public window when the , regular Records /Office staff at the Police Department is taking walk up traffic. Findings & Report © September 19, 2004 ' Page 38 I PSC ' A L L I A ti c F Allied PSAP — Phase 2 Consolidation Analysis Y'a r r , St. Louis Park public window (from lobby looking in to Dispatch) ' No major roadblocks to consolidation were observed. Policing style differences between St. Louis Park and Golden Valley require call allocation to be different. This had been an issue during the transition to the joint dispatching. Golden Valley stated that St. Louis Park would hold calls until the officer in that sector was available but they want all calls sent to units ' when anyone is available. This was dealt with through the SLP /GV user group. SOPS seem similar to other agencies in the suburbs. Making use of the new Printrak tools for SOPS, unit recommendations, etc. will help ease the transition. ' Fire dispatching for St. Louis Park and Golden Valley differ due to the fact that St. Louis Park is a full -time department (supplemented with paid on -call members), while Golden Valley is a paid on -call department. In a consolidated effort using Printrak CAD, these differences should be able to be smoothed by better up -front CAD programming, as well as training of dispatchers. Findings & Report © September 19 2004 P , Page 39 i PSC - , A L L I A N C E Allied PSAP —Phase 2 Consolidation Analysis Fire Discussion & Observations Brooklyn Center Fire , r �a r� A Brooklyn Center operates a paid on -call (POC) fire department. To provide a solution to the issue of paging out a significant number of fire fighters to ' handle medicals or'routine' fire calls, Brooklyn Center staffs one of their two stations with a'Duty Crew' each evening from 8 P.M. until 5:30 A.M., as well as Friday evening to Monday morning. This crew provides the first response ' for medicals, as well as any fire call that can be routinely handled by one truck and two members. This has worked well, saving money and providing good service to their residents. The Duty Crew is alerted using a "ring down phone ". This eliminates the need for paging every call on the radio. Staff ' and administration want the "ring down phone" to be maintained. VHF fire base radio capabilities will need to be preserved (and controlled from a consolidated PSAP) for every department wishing to maintain voice - paging capability. Brooklyn Center Fire responds to approximately 1,000 calls /yr. One third of these are medicals with the balance being fire calls. BCFD uses North ' Memorial as their ALS provider. A good working relationship between Law Enforcement and Fire Department staff was observed. Fire staff and administration characterize the current dispatch operation as , working well. There are a few recurring frustrations such as dispatch putting calls out to law enforcement units before alerting the Fire Department. Findings & Report © September 19, 2004 ' Page 40 I PSC A L L I A N C E Allied PSAP —Phase 2 Consolidation Analysis ' Members have heard anecdotally about Hennepin County Sheriff's Dispatch and really want to have some local control of the dispatch function. Surrounding communities currently dispatched by the county express frustrations and lack of any control. They hear that the County's dedicated fire dispatcher is usually tied up doing other things so the outcome is no better than the current situation. The fire members raised some dispatch consistency issues (as consistency seemed to depend upon the dispatcher), but most comments were positive about the local PSAP operation. Dispatch staff turnover and training issues ' have caused some voids in service. Day response, a typical issue for any POC department, is covered well by city ' employees. This can be an issue when providing Auto Aid to others since it pulls public works employees off their regular job. In the event of a major daytime incident, Brooklyn Center relies heavily on Auto and Mutual Aid. North Memorial is the ALS provider for Brooklyn Center. Staff states that they have a good working relationship with North and their response times have been good. Administration is concerned about a delay changing from a single -stage dispatch to a two -stage operation. The concern is that too much time will elapse between the call and the fire alerting. They also question if information will be lost between the call taker and the radio operator. Staff's first preference would be to maintain the current dispatch operation, yet they realize that this isn't a reality. A consolidated effort with local control would be BCFD's next choice, with their last preference being dispatched by the Sheriff. Findings & Report © September 19, 2004 Page 41 1 rsc - A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis Golden Valley Fire Golden Valley Fire operates a paid on -call (POC) department with two full - time Chief Officers as well as several inspectors. They operate out of three stations with 50 POC members. They respond to around 800 calls /year. Mutual- aid /auto -aid partners are typically St. Louis Park and Plymouth. Inspectors handle restaurant exhaust hoods are currently paged out by the t St. Louis Park PSAP. These inspectors are members of the GVFD and carry one pager that alerts for either fire or an inspection. These inspections are typically after hours when the restaurant is closed. ' In addition to the Phase 1 interview of Chief Officers, time was spent on 5/12/04 at Stations 1 & 3. We had discussions with officers and members while they tested hose on apparatus. The bulk of the concerns raised were procedural inconsistencies, depending ' on who is in the dispatch chair at any given time. Auto -aid consistency, time between phone call and time of page, remembering GVFD and SLPFD operate differently, and fire ground operations were frustrations expressed by members. Again, the issues around GVFD being paid on -call vs. SLPFD ' being a blend of FT and POC are where confusion develops. Findings & Report © September 19, 2004 Page 42 ' A L L PSC A N r E Allied PSAP —Phase 2 Consolidation Analysis ' Golden Valley POC members had some experience and insight for how Hennepin Sheriffs Radio dispatches neighboring Fire Departments. ' Frustrations with HCSO dispatch that they've heard from others consist of paging and fire ground on the same frequency, dual paging /voice on all HCSO dispatched Fire Departments tying up radio time, and lack of ' community knowledge. They've heard that the'dedicated fire dispatcher' is regularly performing other tasks. HCSO Fire Dispatch wouldn't be a model that GVFD would like for a consolidated PSAP. 1 Improvements that staff would like to see in a consolidated PSAP would be data connections to each fire station where the CAD call information could be generated and printed. Currently, stations have to call back to dispatch to gather this information. It is frustrating for both Fire and dispatch. Fire staff would also like to see changes in the station alerting from dispatch. Currently, all members are paged when a call could go to a specific station. ' SOPs and unit recommendation information would be needed in CAD to ensure this would work correctly and effectively. Currently, GVFD shares a fire radio channel with Brooklyn Center. This can cause problems in the event both departments are out on calls. Staff realizes that 800 MHz Metro Radio will solve this. It was observed that Fire staff seems to work well together and realize that dispatch has a difficult job too. They would like to continue to have dispatch staff take part in their training to aid name /face /voice connections for both ' ends. This was mentioned as an important item for any consolidated effort. Richfield Fire ­tM µ A . a Richfield Fire operates a full -time department with no paid on -call members. Findings & Report © September 19, 2004 Page 43 rsc A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis They have approximately 26 FT firefighter positions, not all of which are ' filled at this time. They respond to both fire and medical calls adding up to over 3,000 /yr. Richfield operates two fire stations with a minimum of four on duty at Station 1 and two on duty at Station 2. They regularly provide and receive Auto - aid /Mutual -aid from the MAC, Edina, and occasionally Minneapolis Fire Departments. ' Both stations are currently alerted for any call in the city. Call backs for off - duty staff regularly happen when primary crews will be tied up for any length of time. Interviews were conducted with Chief McGinty and Asst. Chief Sveum as part ' of the Phase 1 consolidation study. We also spent a six -hour observation /ride -along shift with staff at Richfield Station 1 on 5/2/04. During the ride -along shift, call load was extremely quiet probably due to ' being a Sunday. Of the four calls for this period, two were for station 2, one we were cancelled as we left the building, and the forth was someone lighting a fire in their fireplace. ' Line staff expressed a good working relationship with Law Enforcement, ALS responders, and mutual aid players. Chief Officer, command, and line staff all expressed some frustrations with the current dispatch operation. Like other Fire Departments in the study, inconsistency was the biggest issue. Command staff regularly has to confirm ' that Auto -aid was really `automatically' dispatched. It was explained how both Richfield and Edina especially count on the Auto -aid response since neither city maintains the coverage for any medium to large incident. ' Chief Officer staff expressed their requirements for a consolidated PSAP consist of: ' • Highly trained /competent staff with recurring training. • Well defined policies and procedures • Consistently applied protocols and procedures ' • Timely processing and dispatch of a call not to exceed 30 seconds • Accurate recording of times and other information • Professional staff and radio etiquette • Must support suitable fire station alerting system • Must be 800 MHz Metro Radio compatible , • Must interface to Firehouse MFIRS reporting system • Governing structure should have a police & fire rep from each city Findings & Report © September 19, 2004 Page 44 PSG A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis ' Staff also requested a better way of getting call CAD data into their system. Currently all information is re- entered into their fire reporting software. St. Louis Park Fire t 4 h § ' St. Louis Park Fire operates a full -time department with a contingent of Paid on -call members. They have approximately 24 FT and 24 paid on -call firefighter position. They respond to both fire and medical calls adding up to ' over 3,500 /yr. SLPFD operates two fire stations with a minimum of 6 (including any POC members) on duty at Station 1 and 2 at station 2. Regularly POC members work shifts with FT members. Each POC is required to fill a minimum number (20 hrs) of shifts each month. ' They regularly provide and receive Auto - aid /Mutual -aid from Golden Valley, Edina, and occasionally Minneapolis Fire Departments. SLP FD's Auto -aid ' response varies depending on the time of day. This is an added twist to the SOPs at St. Louis Park. Both stations are currently alerted for any call in the city. POC and off -duty ' members are alerted via pager for any fire call requiring more staffing. Interviews were conducted with Chief Stemmer as part of the Phase 1 consolidation study. We also spent a six -hour observation /ride -along shift with staff at St. Louis Park Station 1 on 5/1/04. During the ride -along shift, call load was moderate. We responded to an ' outside fire that turned out to be recreational, a motor vehicle accident, a woman with chest pains, and a boy latched tightly /stuck in a seatbelt, and smoke in a residence. (The last call brought Auto -aid from Edina). Findings & Report © September 19, 2004 Page 45 _` A L E I A N c E Allied PSAP — Phase 2 Consolidation Analysis Line staff expressed a good working relationship with Law Enforcement, ALS responders, and mutual aid players. Chief Officer, command, and line staff all expressed some frustrations with the current dispatch operation. Like other Fire Departments in the study, ' inconsistency was the biggest issue. It was explained how both St. Louis Park and Edina especially count on the Auto aid response since neither city maintains the coverage for any medium to large incident. Command and line staff would like to see the Minneapolis Fire dispatch as ' the model for a consolidated PSAP. Having a dedicated dispatcher for fire incidents would assist the fire ground operations. , Brooklyn Center Police `Ride along' observations: 4 ti F� Shiftsynopsis: 4/3/04 Saturday (8pm — lam) Shift consisted of moderate call volume with most time spent responding or dealing with calls. There was little time this ' night for proactive policing. We responded to a wide variety of calls including a diabetic reaction medical call, a man harassing customers at Cub Foods, and a domestic assault that included booking and detention. Each of ' these calls took significant staff time. The CSO was able to do a significant portion of the arrest and booking assistance. When asked about traffic or other proactive policing, busy nights don't allow for much of it. When asked if this call load was typical, the response was positive. Squads end up covering the entire city depending on availability. Findings & Report © September 19, 2004 Page 46 iL PSC L L I A N C E Allied PSAP —Phase 2 Consolidation Analysis Communication tools in the squad, such as MDC, were said to have good coverage, but experienced bottlenecks during busy nights. Staff's use of the MDCs seems very proficient. Radio traffic was succinct and professional, similar to other ' o e agencies observed. ' Brooklyn Center has seen a migration of residents from Minneapolis. There are also numerous apartment complexes that have a higher call volume than other residential areas. ' Patrol staffs' concerns with a consolidated dispatch serving Brooklyn Center are dispatcher's lack of familiarity with the city as well as the loss of personal 'name with a face' relationships that currently exist. ' Golden Valley Police The study team spent time with Golden Valley Police on 4/2/04 from 6pm — lam. The first two hours were spent observing and talking to Scott the CSO at the public window of the Golden Valley Public Safety building. Golden Valley has been staffing the main lobby window with CSO staff since they began contracting with St. Louis Park for dispatch service. They maintain a 24/7 presence at the window. The tasks the CSOs perform are as follows: • Answering all administrative /7 -digit non - emergency calls to the GV police department and filtering calls for dispatch. • Transferring any caller who has a'call for service'to the St. Louis Park dispatch center. Dispatch will enter event and dispatch an officer. ' Findings & Report © September 19, 2004 Page 47 PSc A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis ' • Locally handling any phone questions or issues that don't require an officer • Maintain knowledge of local procedures, civic information, local ' ordinances, and any other information callers may need that shouldn't end up in dispatch. • Handle any walk -up traffic in the lobby. ' • Enter any walk -up calls for service into LoGIS CAD for SLP to dispatch an officer to the lobby. • Monitor, assist booking, cell checks, and releasing of prisoners in the , local detention facility. • Operate access control functions of the Public Safety building, detention facility, and sally port. , • Assist reporting parties sign any needed forms for stolen vehicles, missing persons, runaways, etc. • Enter hot files' into CIIS /NCIC , From our observations at the St. Louis Park dispatch center, the Golden Valley CSOs significantly lower the number of calls into dispatch that don't ' require a call for service'. Many of the PSAPs we've studied can have productivity lowered by non - emergent calls entering dispatch that would be better handled outside dispatch. Local call- takers who have more of the , dynamic information from that local agency can field these calls and transfer true calls for service into dispatch. One down side to local answering is when the caller does have a call for , service', they may have to repeat the information to the dispatcher at the PSAP. This can be minimized if the call- taker /CSO at the local agency summarizes the call to the dispatcher before they complete the transfer of the caller. Golden Valley's ability to join a consolidated PSAP should be quite painless ' since they've weathered all the changes of closing a local PSAP. Their experience should be a resource to other cities that may close their PSAP in a consolidation effort. Golden Valley Police Ride- Along' Observations: Shift Synopsis: , The Friday night ride along was a mixture of proactive and reactive policing. Staff advised that the call volume in Golden Valley is regularly significantly lower than St. Louis Park, their dispatch and radio channel partner. ' Both cities share the main dispatch channel but each has a'channel 2' for car -to -car or car /dispatch operations if the main channel is busy. Mobile data on the squad computer laptop run the LoGIS software. Frustrations ' regarding mobile data bottlenecks during busy weekend hours were expressed by Golden Valley's staff. Findings & Report © September 19, 2004 ' Page 48 I PSC L L I A N C E Allied PSAP —Phase 2 Consolidation Analysis We were able to tour the borders of Golden Valley over the course of the night so we could see the geographic area. We responded to several ' medical calls with Fire and ALS as well as checked a suspicious vehicle in a city park. The vehicle turned out to have its ignition switch punched out and possibly stolen. Minneapolis was advised to check with the registered owner. ' We were able to run traffic enforcement during quiet times between calls. The night ended with assisting another officer test and book a DUI arrest. ' Discussion took place on how Golden Valley's population doubles during the work day due to commercial occupancies. We toured several up -scale residential neighborhoods that are still being built up. ' Policing style seems fairly traditional, yet staffing and call load allow for patrolling problem areas and proactively observing neighborhoods, as well as commercial facilities. Staff felt that their working relationship with both St. Louis Park dispatcher staff, as well as sworn patrol staff is good. Since St. Louis Park's policing ' style differs from Golden Valley, there have been some occasional issues around dispatching Golden Valley calls. Golden Valley officers occasionally perceive themselves as '2nd class' during times when St. Louis Park may ' have a higher call load. If there is a higher call load generated in St. Louis Park, Golden Valley staff perceives their routine traffic is a "bother" to dispatchers. They also said that they were concerned that if a larger ' consolidation of agencies took place, their voice might be further diluted. Golden Valley echoed the concern that the Hennepin County Sheriff's Radio PSAP was not viewed as the model to emulate to achieve the highest levels ' of dispatching service. Officers getting good detailed information, as well as needed status checks in the field weighed heavily as factors for a different model than Sheriff's Radio. ' Staff was excited with the probable cut over to the Metro 800 MHz radio system. Most of the surrounding agencies already operate on 800 MHz and Golden Valley currently is an island bordered by 800 MHz users. Findings & Report © September 19, 2004 Page 49 rsc Y A L L I A N C. E Allied PSAP — Phase 2 Consolidation Analysis Richfield Police 'Ride-Along' Observations: r Shift Synopsis: Following the time period spent observing dispatch on 3/27/04, we spent time in the patrol squad from 9 P.M. — 1 A.M. Call volume was moderate with a mixture of proactive and reactive activity. Policing style observed was quite similar to Golden Valley and Brooklyn Center. Call volume was lower ' than Brooklyn Center but higher than Golden Valley. Policing style seems fairly traditional yet staffing and call load allow for patrolling problem areas and proactively observing both neighborhoods as , well as commercial facilities. Patrol staffing allowed for proactive and reactive policing. The officer assigned brought a good background to our task. He was a New ' Hope officer (dispatched by Sheriff's Radio), a dispatcher for Minneapolis, and a dispatcher for U of M PD. A significant discussion took place around ' the effectiveness of a single vs. two -stage dispatch operation as well as possible improvements that could be made in a 4 -city consolidation. Richfield uses the 800 MHz Metro Radio system for Police. The main dispatch ' is on one talk group but they also use a channel 2' for car -to -car or car /dispatch operations if the main channel is busy. Mobile data on the squad computer laptop run the LoGIS software. Frustrations regarding ' mobile data bottlenecks during busy weekend hours were expressed by Richfield's staff. During the ride -along shift, we responded to a holdup alarm at a pawnshop, ' made numerous traffic stops, assisted Fire on a medical, backed up other officers at traffic stops, and attempted to locate a resident with a felony warrant. We met up with another officer and his CSO rider for supper and , discussed the project. Findings & Report September 19 9 P p , 2004 Page 50 PSC ' A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis Bloomington and Richfield regularly have a crossover of calls with their common border and Richfield regularly interacts with Bloomington squads. ' This isn't as much the case with Edina or Minneapolis. MAC regularly assists Richfield, if asked, and Richfield regularly reciprocates. ' Police staff seems to have a good relationship with their dispatchers. Patrol appreciates having dispatchers who know the community, the SOPS, and who they are. This was a concern brought up if PSAP consolidation takes place. St. Louis Park Police `Ride - Along' Observations: .Y f f ' Shift Synopsis: [3/26/04 Friday] Following the observation shift in the St. Louis Park PSAP, ' we were assigned a Patrol Officer. We attended the shift roll call and then began patrol. Call volume was light to moderate. We responded to a burglar alarm at a retail location, a loud party, and a medical call with Fire. We performed several traffic stops, assisted another officer with a traffic stop. We met with another officer and did a walk through of a bar and met the sergeant to walk through a bowling alley /bar. Both bars have had calls for service recently. It was explained, both during time with line staff as well as with command staff, how St. Louis Park has an active Community Policing mission. Bar walk - throughs, as well as targeted high activity area' patrols ' are all aired on the radio and documented by dispatch. Patrol staffing level was high enough that we could perform a high amount of proactive policing yet respond to calls in our sector of the City. Findings & Report © September 19, 2004 Page 51 rsc A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis ' St. Louis Park has sectors /beats that the officers try to work within. Officers assist with other beats when requested or depending on the call type. CAD ' suggests which unit should be assigned the calls depending on geo -file information. Patrol staff expressed their same frustrations with the MDC system that each ' other department did. During busy night /weekend times, the system responds slowly with query returns. It was not known if the issue was with the mobile data network, LoGIS, or the state DPS system. ' Staff expressed a good working relationship with dispatch staff, Fire staff, and mutual aid partners. Their concerns echoed other departments regarding a consolidated PSAP. , • Potential loss of geographic knowledge of the community • Potential loss of past call history when dispatching officers. ' • Lack of face -to -face contact that enables dispatch and PD staff to get to know who they're working with. ' • Ability to handle varying SOPS for different agencies. Staff felt that they are relatively happy with the way dispatch currently ' operates. There are consistency issues similar to Fire observations. PSAP Summaries: Dispatch: (Technical) Brooklyn Center, Richfield, and St. Louis Park dispatch centers are almost ' technically symmetric. With the move by St. Louis Park to Positron 911 equipment from Qwest, all PSAPs are operating the same 911 phone and CAD equipment. Richfield is the first city of the four to upgrade to Printrak ' CAD from the current LoGIS CAD. Soon, all cities will be identical. Radio console equipment differs since Richfield is already operating on the 800 MHz Metro Radio system. Functionally, the Orbacom radio console ' (operated in BC and SLP) is operationally quite similar to the Motorola Gold Elite. Unfortunately, the Orbacom console is not electronically compatible at the "peer" level with the Metro 800 MHz radio infrastructure. This means that ' the Orbacom consoles must be replaced to take full advantage of Metro 800 MHz capabilities. All use icons on a screen for radio channels and paging functions. Each PSAP also uses icons on the radio screen to control access , functions in their respective buildings. Findings & Report © September 19, 2004 ' Page 52 PSC A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis ' No major obstacles are seen on the technical front for a consolidated PSAP effort. Staff would use the same tools they're used to operating. These tools would be expanded to accommodate the four cities and eight agencies currently serviced. Dispatch: (Operational) If a consolidation would take place, dispatch staff would be using the exact same tools they had been using in the individual centers. The CAD nature ' and disposition codes would be the same, patrol unit designations in each agency would not change since they all follow the Hennepin County numbering system. ' Radio operation in a consolidated center may change where dispatch d'oesn't regularly monitor the'channel 2 /car -to -car' talk group in each city. To lower ' the number of talk groups used in dispatch, it is possible that each city's 'main' channel would be used in dispatch and the current'channel 2' would be only used between field units. Dispatch could still have the capability to operate on the'car to car' talk groups in each city, but they would regularly ' be muted at the console. 'Radio Speak' (the codes, inflections, phonetic alphabet, etc.) in each of the communities is very similar. Any of the dispatchers in the blended group could communicate with any officer in any agency of the group without re- learning. Fire operations on the radio are also similar, most likely a result of ' the mutual aid response inter- agency. All medical calls received at each PSAP are handed over to an Advanced Life Support (ALS) secondary PSAP for pre - arrival (EMD) information and ' ambulance dispatch. Local PSAPs dispatch patrol and /or Fire /rescue units. The ALS providers for the three PSAPs are North Memorial and HCMC depending on geographic boundaries. ' As observed in Richfield, Printrak CAD has considerably more ability to load agency specific standard operating procedures (SOPS) and unit recommendations such as squad beat and fire Auto -aid. As agencies have ' been preparing for the Printrak conversion, it has been underscored that they should use this opportunity to add more specific information. This will help their staff (especially new hires) by having the information in CAD not ' just in their respective memory. In the event of a consolidation, this loaded information will aid a consolidated staff by having agency specific information at their fingertips. ' An issue discussed among the user group that could lower the level of service in a consolidated center is the handling of calls with very city specific ' questions. At most of the agencies, these city- specific calls are typically fielded at "front desk" of the Police Department during business hours. Dispatch fields these calls after hours. Currently, dispatchers are usually able to field these questions due to their knowledge of the community. Findings & Report © September 19, 2004 Page 53 PSC A L L I A N C E Allied PSAP —Phase 2 Consolidation Analysis ' In a consolidated PSAP, staff would be hard pressed to keep current on local information and also have the time to handle these types of calls. A consolidated effort needs to address how these calls should be answered to ' keep the high LOS the communities expect. If an agency decides to close their PSAP, detention is an area that will need to be addressed. Since current dispatch staff in each agency has a role in ' the operation of their detention facility, agencies would need to either arrange other coverage or decide to close their internal detention facility. Overall, No serious issues operationally would prevent a consolidated PSAP effort. Making use of the Printrak CAD to load any local SOPs at this point would greatly help the transition to a consolidated PSAP. This would prevent ' having to perform this information entry as part of the consolidated process. These tools would serve well whether an agency joins or opts out of a consolidation. Fire Operations: ' With the mixture of full -time and paid on -call fire department operations in ' the four cities, dispatching all agencies can pose special challenges. Auto -aid and mutual aid, with its varying responses based on paid on -call members being available, can also tax the memory of dispatch staff. Accurate policies, ' procedures, unit recommendations, and call back information for each of the fire agencies must be verified and handled in CAD. In every Fire agency interviewed, the level of service received from their ' dispatch centers could improve. Many comments about how Fire is second to Law Enforcement, as well as the inconsistencies of dispatch staff were heard. It was acknowledged that the current local PSAPs have a good ' knowledge of the geography of the community and that may be less in a consolidated PSAP. The prospect of a dedicated Fire dispatcher (similar to Minneapolis MECC) deeply interested the Fire contingent. Fire chief officers ' from the four agencies all understood, however, that having a dispatcher at a consolidated PSAP doing nothing until a fire call was received was unrealistic. Their hope was to have enough staffing so that during a fire event, one dispatcher could focus on the fire event and not be bouncing ' back and forth between police traffic stops and phone calls. When discussing the possibility of restructuring station /staff alerting, most ' were open to the idea. Many agencies alert all stations and personnel for the following reasons: • Lack the needed technology, , • Lack trust of dispatch to correctly assign the call • This is the way they've always done it ' Findings & Report © September 19, 2004 Page 54 PSC A L L I A N C E Allied PSAP —Phase 2 Consolidation Analysis ' When asked if this could change if Fire knew dispatch was handling the call correctly, they were in favor of exploring it. Police Operations: ' Since all the agencies have full time police officers staffed for entire shifts, their operations are more similar to each other than Fire. Golden Valley, Richfield, and Brooklyn Center are probably the most similar as far as policing styles in the four communities. Of the three, Brooklyn Center is more reactive due to its high call volume and limited staffing. St. Louis Park differs the most in how it would impact a consolidated PSAP ' because of its mission. There may be times when calls are not sent to an available patrol officer, but held for that sector's officer to respond. That hold may be until the next time the officer is on duty. The other agencies ' send officers when the call is received or as soon as possible thereafter. Procedures used by the street units vary by agency. Vehicle chases, use of force, arrest /booking etc., may vary across the agencies, but these don't ' have a significant impact on dispatch. It was clear that emergent incidents were most similar across the agencies. ' Lower priority calls, such as loud music, car lockouts, and recovery of property may dictate differing assignments for each agency, but these differences can be handled easily by the resident intelligence of the CAD system. It was noted during ride.along shifts in each agency that calls do not take a standardized amount of patrol officer time. Care must be taken when ' reviewing activity level merely by numbers of CAD calls for service. In Brooklyn Center, for example, the quantity of calls we handled was fairly low, but the nature of the calls required longer personnel time. Related detailed data was not available to be compared at this point. This may be an important tool for measuring activity along with quantity. Both Police and Fire staff mentioned that the loss of the name to face /voice' identity of the dispatcher would be difficult. They all would like to have the training component of dispatch to include some regular interaction with them. Ride -along time, observing training, and joint meeting attendance ' were suggested. ' Findings & Report © September 19, 2004 Page 55 rsC - A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis ' Hennepin County Sheriff's Office (HCSO) Dispatch , Background: ' During the Phase 1 study of consolidation, much discussion took place regarding Hennepin County offering dispatch services to the study cities that ' had made that request. Brooklyn Center, Golden Valley, and St. Louis Park sent letters to Hennepin County requesting availability and cost figures for dispatch services for their respective communities. At the conclusion of the first phase (January 23, 2004), Hennepin County ' Administration sent a letter to each of the three cities who requested consideration for dispatch services that they could join Sheriff's Radio for an ' annual cost of $183,000 each, as well as a one -time capital outlay that could be paid over ten years. Much discussion took place among the members of the Phase 1 group about the disparity between the agencies currently ' handled by Sheriffs Radio for no charge and how new agencies now would be charged, including the annual capital outlay. On July 22, 2004, Hennepin County reversed course and advised all ' communities currently operating an independent PSAP in the county, including the City of Minneapolis, that they could join the Sheriff's Radio dispatch system at no cost. The County further stated that they would make ' the required capital improvements to their PSAP at the County's expense as part of this new offer. The deadline for a decision from the various independent PSAP communities was set for November 30 2004. The county suggested that they would require roughly 12 months to integrate ' any communities that accepted its offer. Agencies would be added in the order in which they notified the county of their interest. In its offer, the county stipulated that any community that accepted its offer ' would need to conform to the county's dispatch operational protocol and advised of other changes that would be required to join the system. One ' major change will require the agencies to switch to the county's mobile data system vacating suburban mobile access to the current LoGIS /Printrak system. All agencies that move to the county's system would also need to be Metro Radio' converted before dispatch can be switched. ' It should be noted that representatives of the four Allied PSAP study group communities were surprised by the sudden change in the county's position , as represented in its recent offer of free dispatch services. Since the original discussions following the offer of service for $183,000 per year, no dialog has taken place between the county and the three cities that had requested service. The change in position must have been the result of work by county administration, the Hennepin County Board, and the Sheriff's Office. While a generous offer on the part of the County, the proposal leaves many questions unanswered concerning levels of service delivery and the need for , potential internal changes among the subscribing cities to take advantage of the 'free' service. Findings & Report © September 19, 2004 ' Page 56 SC ' A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis During this phase of the study, significant discussion took place among the ' users about how Sheriffs Radio operated, as well as its governance model. Most of the specific operational comments and issues that arose were openly acknowledged as'anecdotal'. ' With all of the cities in the study group facing the option of a'free' 11 hour dispatch offer from the county, we felt it was important to gather more information about the operation of Sheriff's Radio. We quickly organized a ' 'sit- along' session at the HCSO PSAP, as was done at the incumbent PSAPs of the study group. ' Arrangements were made with Hennepin Sheriff's Office Captain Rick Mulek for a four -hour observation shift on August 21, 2004. This observation did not include detailed technical inventories, but focused on operational and ' procedural items and how the Sheriff Radio PSAP operates compared to the individual PSAPs of the study agencies. Hennepin County PSAP Observations Ott x '`. S K r . °•:n; err Sheriff's Radio PSAP — Jody as radio'monitor' on Hennepin North ' Summary of Hennepin County Sheriff's Radio Dispatch: • 22 Law Enforcement agencies handled • 20 Fire Department agencies handled • County divided into North, East, and South sections. Radio, phone, and dispatch pods handle individual communities by section. ' CAD software runs on IBM AS400 and the MDC network is run by County (a CAD upgrade is in the design and proposal process) Findings & Report © September 19, 2004 Page 57 rsC _ A L L 1 A N c E Allied PSAP — Phase 2 Consolidation Analysis , • All agencies dispatched are operating using 800 MHz Metro Radio. • UPS & Genset backup power • Positron 911 premise equipment, leased and maintained by Qwest. ' • 911 trunks for both wireless and land line calls are routed geographically to their corresponding dispatch pods • Squads use the county's MDC software and /or MDT units ' • Secure facility with cameras and gate control • County maintains a backup PSAP at the Sheriff's Patrol garage in ' Brooklyn Park. The facility does not have 911 capabilities, but 911 calls roll over to seven -digit numbers when activated by Qwest. The staff drills and operates quarterly to confirm operation. ' • Handles severe weather and siren activation countywide with a backup unit at M.E.C.C. in downtown Minneapolis. HCSO Dispatch 'Sit- along' Shift Synopsis: , 8/21/04 Saturday — Hennepin County Sheriff's radio operates a central ' dispatch operation in Golden Valley at 9300 Naper Street near Hwy. 169. It shares the secure site with the county's radio shop, as well as equipment and a tower for the 800 MHz Metro Radio system. The dispatchers on duty are divided into call- takers and radio Monitors'. The job of the Monitor is to maintain watch on the radio channel to answer any radio calls from field units. With all the units operating on the 800 MHz ' Metro Radio system, radio channels are now referred to as'talk groups'. Three clusters in t", e dispatch center divide the county eo ra hically. Y , r 1yi Sheriff's Radio dispatch center (partial view) , Findings & Report © September 19, 2004 ' Page 58 PSC A n, c. E Allied PSAP — Phase 2 Consolidation Analysis Hennepin North zone handles Brooklyn Park, Maple Grove, Champlin, Osseo, Dayton, Corcoran and the Sheriff's Patrol division. Hennepin East handles Crystal, New Hope, Robbinsdale, and St. Anthony. ' Hennepin South handles Deephaven, Excelsior, Plymouth, Orono, Minnetrista, Mound, Wayzata, Hennepin Parks, as well as all non - patrol HCSO divisions. ' Hennepin North and Hennepin South pods are staffed with one radio 'monitor' and two call- takers. Hennepin East has a monitor', but only one ' call- taker. Adjacent to Hennepin East is the Fire dispatcher. Minimum staffing from 11 A.M. until 3 A.M. is eight dispatchers with 9 — 10 being normal staffing. Between 3 A.M. and 11 A.M., minimum staffing is five dispatchers and a clerk. In the event of a storm or other large incident, dispatch staff is called back based on response time to the center. There is always a sworn Sheriff's deputy on duty as the dispatch supervisor. ' Sheriff's Radio's operates as a modified stage 1 system. This means that when call- takers receive a Priority 1 or 2 call, the employee answering the ' phone call also broadcasts it on the radio to law enforcement, as well as page out of any Fire /EMS resources needed. Once the call is dispatched, the geographically assigned radio'monitor' handles all unit communications via radio and mobile data terminal. For fire events, once the call -taker for that region pages the respective fire department, the event is handled during the remainder of the event by the fire dispatcher. If multiple fire events are happening concurrently, another position can handle the second incident, if needed. Fire events can also be moved off the main county fire radio talk group to tactical talk groups as ' needed to maintain a relatively clear "Fire Main" channel. Fire alerting is handled on several legacy VHF transmitters in the county to alert each agency's voice pagers. ' There are three additional fully outfitted positions plus a training and supervisor position that can all be pressed into service for any large incident or event. Standard `event codes' are used in the CAD system. These are entered by the call -taker into CAD and the event codes specify the priority of the ' call /response, as well as the agency, unit recommendation(s), and any other agencies to send, such as fire, etc. This response information has been entered into the CAD based on response procedure information provided by each agency dispatched by Sheriff's Radio (this ability is similar to the capability of each of the three existing PSAPs in the study group with their ' existing CAD software, but the study communities underutilize this capability today). Findings & Report © September 19, 2004 Page 59 PSG A L L I A N C E Allied PSAP —Phase 2 Consolidation Analysis CAD verifies that the address given by the caller and entered by the call - taker is valid and confirms to which agency the call is to be assigned. For 911 landline calls, this information can be pulled from the 911 address information presented to the call- taker. (this is also similar to the three existing PSAPs in the study group) , With the significant number of units utilizing the various radio channels /pods, radio traffic was observed to be very brief and succinct. Staff advised that they are trained to only transmit pertinent information to get law ' enforcement units dispatched and that the responding officer(s) are to pull up the detailed call information on their mobile data units. This method depends upon the officer being in /near their car to get complete information ' about calls for service and would be an issue for the suburban police agencies involved in this Phase 2 study that use motorcycle, bicycle, or foot patrol. It also assumes that each data transmission is received and sent without technical difficulties. For each sector of the county on a weekend evening, there can be as many as 30 — 50 units logged on and handled by a dispatcher. Based upon our ' experience this is a very high unit -to- dispatcher ratio. During our sit -along session, there were 150 units logged into the CAD system being dispatched by Sheriff's Radio. , Staff advised there is no way to be geographically familiar with all the areas of Hennepin County they handle. Investigators, warrant cars, and patrol ' units from the county also enter jurisdictions not dispatched by Sheriff's Radio. Dispatch staff relies on the geo- coding of addresses in CAD, as well as a common -name index, to pinpoint locations for the cities they serve. Dispatch staff work at any and all of the geographic sectors handled by ' Sheriff's Radio. Staff signs up first come /first serve' for their geographic and functional assignments for each shift. There are not assigned geographic ' sectors, so staff must be flexible enough to handle any sector. There is a requirement for a minimum number of shifts worked as the'monitor' dispatcher, however, and this most likely ensures equity, as well as maintenance of skills. During the observation period, staff described the call load as fairly light. Several medical calls came in for various agencies, as well as routine calls, ' such as loud music, possible drunk driver, restraining order violation, and several field- initiated traffic stops reported via mobile data terminal. In the middle of the observation period, a St. Anthony police unit handled by the , Hennepin East cluster initiated a foot chase. I Findings & Report © September 19, 2004 Page 60 1 ' PSC A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis ' HCSO Key Observations: ' 1. Compared to the individual PSAPs observed, there is virtually no communications between dispatch and field units except initial call assignment, pertinent call updates, and status checks when needed. ' HCSO staff advised that a significant amount of "officer to officer" communications takes place on each agency's " "car -to -car "" talk group in that city. All status changes (arrival, available, etc.), as well as call ending dispositions, are done on the MDC units which update the screen on the CAD in Dispatch, again assuming that all data transmissions are sent and received without technical problems. 2. Per the county's radio protocol, traffic stops are rarely aired on the radio. ' Supervisory staff explained that unless the officer feels the traffic stop is in some way out of the ordinary or dangerous, they are to type their traffic stops on their MDC and not air it on the radio (Dispatch staff stated that some field units do air their stops on their city's °'car -to- car "' channel to advise other field units in their agency.) If the traffic stop is not aired on either the county channel or the "car -to -car" channel in the ' agency, other officers would only be aware if they checked their MDC screen and saw the event. While we believe that radio traffic can become too "chatty" if undisciplined, we believe that the practice of not airing traffic stops on the radio is counter - productive, potentially unsafe, and, from our experience and that of our clients, is inconsistent with commonly observed police training procedures. 3. Having agencies switching between their Hennepin Main talk group and their agency's car -to -car talk group can leave dispatchers out of the loop for important information as it unfolds during an event. Examples were ' given by dispatchers where a unit returned to the main dispatch channel requesting urgent assistance and dispatch had no idea what was going on or where the unit needed help. 4. Dispatch supervisory staff advises that dispatchers never screen calls to decide if an officer in an agency needs to be sent the call. This protocol is different than what is used in the now autonomous PSAP model used in Brooklyn Center, Golden Valley /St. Louis Park, and Richfield. At HCSO, calls for service are quickly assigned to a field unit while some situations or requests for information, such as to clarify a local ordinance, are ' relayed to a field unit along with a phone message to call the reporting party back. Our observation is that many calls that are currently handled by local dispatchers and cleared on the phone are passed on or assigned ' to either law enforcement or fire units in the HCSO model. Shifting call processing for the four study communities to HCSO would increase the number of calls that the field units have to deal with, because the ' County's dispatch model doesn't provide that level of service. Findings & Report © September 19, 2004 Page 61 PSC___ A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis 5. HCSO dispatchers appeared to be well- trained and followed operations ' protocols in a consistent manner. At the same time, the dispatchers appear to have little discretion in processing information they receive. Their training regimen calls for six months of training before a dispatcher is allowed to work a position on their own. All dispatchers interviewed said that they enjoyed working at Sheriff's Radio. ' 6. The St. Anthony Fire Department is the only full-time fire department dispatched by Sheriff's Radio. The other 19 fire departments that are dispatched by HCSO are "paid on- call" departments. 7. When asked if agencies make significant use of their "car -to -car" tactical channels, HCSO staff stated that the agencies did and, then, provided ' examples citing times where officers had suspects at gun point and dispatch wasn't aware of the incident, because field units hadn't advised dispatch on the main channel. Information gaps /losses occur when agencies operate on consolidated talk groups that are not monitored in the PSAP. HCSO's policy of strictly regulating the radio traffic on the primary dispatch zones creates a bifurcated communications system that has given birth to "work- arounds" in the field. , 8. Sheriff's Radio has a unique and effective mixture of call -taker and radio dispatcher. Having geographic clusters where both radio and phone lines appear for that region allows smaller, more efficient teams. This is fairly similar to the three existing PSAPs in the study group. The difference is that the "dispatch to field unit" ratio at HCSO dispatch is 1 dispatcher to between 30 and 50 units, whereas individual PSAPs are generally around 1 to 10. While we believe there are opportunities for greater unit -to- dispatcher efficiency than currently exists in the autonomous PSAPs, we think the ratio in place at HCSO dispatch is both undesirable and a safety risk. 9. Unlike a full two -stage dispatch operation, such as Minneapolis, where call- takers and dispatchers are not seated immediately adjacent within geographic clusters, the clusters at HCSO allow call- takers to have both verbal and non - verbal cueing, as well as assisting each other with other call tasks. This appeared be both efficient and effective. 10. Economies of scale at HCSO allow call- takers from other geographic clusters to assist in answering calls if another zone in the county is being ' overloaded. Any call -taker or dispatcher position can enter and handle calls for any other zone in the county. 11. HCSO dispatch does an excellent job checking the status of officers out ' on traffic stops and other calls depending on the nature code entered and the use of CAD timers that alert dispatchers that a standard time period has expired. Once checked on, officers can have dispatch reset a timer for their next status check. Agencies have loaded timer ' information into CAD for dispatch to use as a "starting point ". Findings & Report © September 19, 2004 Page 62 PSC ' ' A l l I A N C E Allied PSAP — Phase 2 Consolidation Analysis 1 12. Fire agencies are faxed a CAD event info summary directly to their ' stations after the close of the incident. No paper information is provided to the stations upon activation of the call. Fire alerting /notification procedures are primarily organized around departments that are staffed with volunteers. 13. With the large number of agencies handled by Sheriff's Radio, varied ' procedures across all user agencies would create significant difficulty for dispatch staff and operations. Supervisory staff explained that when agencies join, the agencies provide information to front load the CAD for their specific requests for event response, as well as priority levels for ' the various types of calls. Agencies are then advised how the calls will be dispatched pursuant to the uniform dispatch procedures at HCSO. 14. Information files are loaded into CAD to assist dispatchers with any community- specific information, as well as phone numbers, etc. There are currently over 150 info files for staff to access in the center. ' HCSO Summary: Sheriff's Radio operates a well- trained, professional PSAP. The mixture of ' Stage 1 and Stage 2 dispatch operation allows staff synergy and flexibility, while maintaining constant watch on radio traffic by using a monitor' for each geographic area. Call-takers 'airing' priority 1 and 2 calls, as well as ' paging out the fire events, allows for quick dispatching by the person who actually talked to the caller. ' The large number and varied sizes of agencies, as well as the significant number of field units being managed by each pod, affects the ability of dispatch staff to gain both geographic and field personnel knowledge for each city. CAD and effective front - loading of accurate information is the only ' way that staff are able to operate at the level that they do. Channel - loading and the breadth of that loading also prevents dispatchers from performing any significant pro - active assistance to the responding or on- the -scene units, ' though it is also prohibited from doing so by the protocols, policies, and procedures at county dispatch. ' Because of the substantial number, range in size, and varied "personalities" of the agencies served, HCSO has advised their client agencies that each must adopt the county's dispatch and radio protocols including the county's standard procedures. In most instances, local policing styles and response ' procedures have been directly affected and modified by the limiting dispatch procedures and protocols. 1 Findings &Report © September 19 2004 P , Page 63 PSc A L L I A N T E Allied PSAP — Phase 2 Consolidation Analysis Officer call load will increase for an agency when joining the Sheriff's Radio ' system. Calls that may have been able to be fielded by dispatchers more familiar with the local agency and /or allowed to be handled on the phone, ' will be dispatched or assigned to field officers to handle. This approach seems to undermine the philosophy that dispatch staff is an integral part of the public safety team. Empowering dispatch staff to assist in the agency's mission raises the level of service agencies can offer to their constituents. It is understood that incorporating this at a large scale /multi- agency consolidated PSAP can be difficult, but certainly not impossible. We are aware of other large scale consolidated dispatch centers that provide ' significantly more 'personalized' local service than that now provided by Sheriff's Radio. Agencies that join Sheriff's Radio are assigned to one of the existing three ' geographic zones, each with its own radio "talk group ". This arrangement has and will obviously change dispatch -to -unit and unit -to -unit operations. It is unknown if any other geographic new clusters would be added if a small , number of agencies joined HCSO Dispatch during this'open enrollment' period. If more than one agency were to accept the offer, however, loading of the channels could be clearly impacted and an additional cluster may likely ' need to be added. If that were to occur, the county has suggested that additional building and infrastructure expansion would likely be required. Sheriff's Radio staff advised that there currently is space within the existing ' facility for one additional cluster to be added without changing the footprint of the facility. Depending on the number and mix of agencies that might accept the county's offer for free dispatch services, the need for building ' expansion is a definite possibility. While we did not study the capacity of the Sheriff's center, we believe that there is likely enough capacity with the addition of one more cluster, to dispatch two or perhaps three additional small communities provided that the same dispatch protocols are used as are ' now in effect. The number of units monitored by each geographic cluster is a concern. ' Similar to teacher /student ratios in the classroom, monitoring and dispatching activity for 30 — 50 field units significantly reduces the ability of PSAP staff to provide any individual, specific assistance when it may be needed. From our experience, a single dispatcher can realistically handle a maximum of 20 -30 deployable field units under their control. The trickle down of having many agencies and units on one channel has allowed "work arounds" to spring up, and units spending the majority of their radio time on individual tactical talk groups is, but one of these work arounds. Because these talk groups are not being monitored in dispatch, the dispatcher is missing potentially vital operational communications between field units. There should be a more optimal and manageable ratio between dispatcher and field units to assure that greater individual assistance can be given. Findings & Report © September 19, 2004 , Page 64 I 1 PSC . 1 _ A L L I A N C E Allied PSAP Phase 2 Consolidation Analysis 1 Brooklyn Park Phone Interview — HCSO Dispatch Service: 1 Many of the previously described observations of Hennepin County Sheriff's Radio were made from only the PSAP side of the relationship between dispatch and field units. In order to answer some questions about how field 1 units may view their relationship with Sheriff's Radio, we conducted a phone interview with supervisory staff from the Brooklyn Park Police Department. "Car -to -car" Operations — When asked about our observation that tactical ' operations must be happening on another channel, staff advised that a significant amount of conversation takes place within the Brooklyn Park "car - to -car" talk group. We were advised that this practice leaves the dispatcher 1 out of any event information following assignment; it also prevents units operating on the "car -to -car" channel from hearing dispatch. No individual car -to -car talk groups are monitored or recorded at Sheriffs Radio or 1 recorded at the user agencies. This practice also raises_ potential liability exposure if the channels are not properly recorded. The current configuration programmed into the field unit radios prioritizes to the channel they are selected. If dispatch has an update or other information, field units 1 operating on the local "car -to -car" channel may miss the transmission. Traffic Stops — Brooklyn Park staff confirmed that they have been instructed 1 that field units are not to call out their traffic stops on the radio, but only enter them on their squad MDT radio. In Brooklyn Park, field units regularly switch to the ' ... car -to -car" talk group.to air their location so that other field units are aware. This is a work - around created and used to bypass the 1 procedure imposed by Sheriff's Radio. This requires field officers to also act as radio monitors for fellow officers where, in existing PSAPs, dispatchers perform that duty. 1 Resource Starving - To counter the Sheriff's Radio comment regarding the economies of scale reached in their center for peak events, BPPD staff 1 advised that excess capacity is better expressed as reallocation. The example given was when any weather event moves into the county, west side agencies/ residents are typically impacted first. The ability of the other 1 geographic clusters in the PSAP to assist west side storm issues is realistically at the expense of the non - involved geographic areas in the eastern side of the county. During these situations, we were told that it is not uncommon for Brooklyn Park's residents and field units to experience 1 difficulty in connecting with dispatch because the focus is on the event in another geographic area of the county. It is understood that the major incident is able to get more of the needed dispatch resources, but that is not 1 comforting to residents calling with routine calls for service in other areas of the county. 1 1 Findings & Report © September 19, 2004 Page 65 1 rsc - A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis Call unloading /assigning — BPPD staff also advised that calls are regularly ' dispatched or phone numbers sent to officers for "call backs" regarding issues that could probably be handled by a dispatcher with more knowledge ' of, or tools for, the agencies they dispatch. Call volumes do increase for field units when dispatch isn't allowed and /or trained to help screen calls satisfactorily for callers. Brooklyn Park staff opined that Sheriff's Radio is more of a "call announcing" service rather than a true dispatch service using a partnership model. ' CAD /MDC drawbacks - When supervisory staff at Brooklyn Park heard about ' the tools and capabilities that other agencies currently have access to in their squads, they advised that most of the tools described were unavailable when using the Hennepin County mobile data equipment network. Current County ' MDT users cannot: • obtain local record checks • access the internet for drivers' license pictures ' • use the mobile equipment for field report writing, • access call histories as these functional services are not available in the current county MDT /MDC system. ' All of these functions are available and in daily use in the four study communities as a result of their use of the LoGIS /Printrak system. While ' there are some MDC performance issues for field staff using the LoGIS connected MDC devices, users demonstrated a heavy reliance on the available capabilities of that system. ' We have been informed that the county's MDC network will be updated when the county proceeds with their CAD upgrade at some point in the ' future. However, with the steps that the county has already taken, there will not be built -in functionality for accessing local RMS systems, particularly for those who are LoGIS communities, as it is being specified as a free - standing architecture without connectivity to LoGIS' RMS capabilities. ' Policing Style Policy Issues - Brooklyn Park PD staff also informed us that their policing style was affected by the County's level of service and the ' procedures used by county dispatch. Because they have been dispatched by the county for decades, they really don't know any other level of service, . except what they hear from their neighboring agencies that have remained independent or are dispatched by a community other than the county. ' Agency Disparity — Brooklyn Park stated that there is a perceived disparity between how any division of the Sheriff's Office is dispatched versus other ' user agencies. For example, there is a perception that HCSO field units are not held to the same strict interpretation of the procedures in place for what gets aired on the radio. BPPD staff feels that HCSO delivers a higher level of ' service to its internal divisions than it does to its client agencies. Findings & Report © September 19, 2004 ' Page 66 ' PSC ` A L L Y A N c E Allied PSAP — Phase 2 Consolidation Analysis ' Examples were provided to illustrate that call types and dispositions normally required as MDT /MDC traffic, are routinely aired by Sheriff's Office ' personnel. BPPD felt that these reported deviations in protocol and procedure would not be acceptable if done by any non - sheriff agency, and, in fact, non -county agencies have been advised when "non - compliant" radio traffic was aired by one or more of their units. Workable Solution — Brooklyn Park staff acknowledged that being dispatched by Sheriff's Radio does meet the basic requirement of getting the "calls for ' service" sent out. They also stated that: "people aren't dying because of who's dispatching." They clearly explained that they have adapted to the service level provided and are able to work with it. By knowing the limitation of the service, they have adapted their policing style and policies to handle it. They have many issues that they have brought to the HCSO Communications Division about how county dispatch operates, but they report little or no resolution. BPPD staff echoed what we heard from agency heads of the four cities in the study group; that is: "they could make being dispatched by Hennepin County work, but it would not be their first choice. If they were forced to go with the county, other areas of their local operation would need to be modified or backfilled." ' HCSO Summary: ' Brooklyn Park's contacts articulated many issues and examples of items that are a concern to their public safety operations staff. Many of their issues and /or concerns had to do with the lack of a meaningful process to influence or modify the county's dispatch operations and procedures. They ' understand how a large countywide dispatch system becomes homogenous due to the breadth of the agencies handled, but believe that some changes could be made to better provide for the varying needs of the user agencies. ' The county's prohibition against airing all traffic stops on the radio is the biggest concern of the BPPD officers, and by implication, this extends to other user agencies, as well. The other issue pointed out was the increased workload for field officers, because dispatch sends all calls to the field instead of helping screen calls ' and redirecting them as needed. "Bad guys are being arrested and fires are being put out" is how staff articulates the current situation. Elected officials and the public probably do not know, and likely wouldn't fully understand, the issues faced by agencies that are dispatched by the county. ' BPPD staff acknowledged that dispatch is handled professionally and consistently by the county, but believe that changes could be made to better provide for the needs of individual agencies. Findings &Report © September 19, 2004 Page 67 PSC A L L I A N c. E Allied PSAP — Phase 2 Consolidation Analysis , SITING ' Housing a Consolidated Dispatch Center , The original scope of this study was to explore three possible sites for a consolidated PSAP serving the four communities. These sites were the ' existing Richfield PSAP, the existing St. Louis Park PSAP, and a stand alone PSAP at some neutral location. Brooklyn Center advised that their current PSAP would not serve the number of agencies due to its small footprint, therefore this was not part of the scope. Our team developed a weighted list of factors to score various siting options. Description of Criteria Weight Amenities (break area; toilet facility; employee personal storage) 10 ' Secured location within the building protected from general public 10 Suitable dispatch work space for near term (4 City) 6 console 10 ' positions @ 200 square feet each Facility's resistance to natural /man made disasters 9 G - --- -- -enerator •- -- power •• —-- ---- capaci -- ty -------------------------------------------- 8 - - --- Utility Electrical Service capacity. 8 ' Ability of 'swing space' for temporary dispatch operation while 8 remodeling Age of infrastructure of host facility (especially mechanical, 8 ' electrical, structural, & environmental) Ease of reconfiguration (disruptive impact to make space ready for 8 use). Host facility's Genset duration for extended power outage 8 Qwest Central Office connections: Unique CO not serving another 8 Metro PSAP, e.g. HCSO Suitable dispatch work space for long term (expansion) 4 additional 8 ' consoles @ 200 sq' Support areas: office space for admin & support 8 Technology space (Back room equipment location) Collocated & 8 unified ' Support areas: meeting /conference /training room 7 Critical building systems on backup power i.e. (HVAC, especially 7 A/C compressor) ' LoGTS Network: Relative reliability of outside plant network feed to 7 PSAP Metro Radio Connection: Potential to connect facility via 7 microwave Metro Radio Connection: Cost 7 ' Metro Radio Connection: Time Frame 7 Qwest Central Office connections: Ability/cost to add 2nd CO feed 7 from bordering CO , Remodeling /Construction time frame 7 Findings & Report © September 19, 2004 , Page 68 t PSC A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis ' Separation from day -day activities of the host agency (landlord) 7 Suitable & secure employee parking 7 UPS -•-- - - power - — -- - pa — city -------------------------------------------------- 6 - • — - -• ca Cost of conversion 6 ' Facility handicap accessibility 6 HVAC capacity 6 Landlord's length of lease for their building. 6 ' Landlord's willingness + impact on incumbent occupant 6 Qwest Central Office connections: Demarcation point close to PSAP 6 equipment ' Qwest Central Office connections: Mileage of cable between PSAP 6 and CO Rental Cost 6 Proximity to public transportation — 5 — — — — — — — Geographic location for interaction /training with PD & FD 4 staff /administration Municipally Owned Facilities - As the project moved forward, revisions to the ' siting scope took place. The city managers of the four cities requested that we narrow the focus to include only existing municipally owned facilities. This decision was made due to the overhead and timing required to build a ' facility from the ground up. Brooklyn Center 2" Floor — As we began looking at space, it was suggested ' that we explore the expansion room in the Brooklyn Center police facility. Qwest Central Offices - In addition to the facilities listed above, we also researched several other options. One option was to collocate a consolidated PSAP within a building housing a Qwest central office /wire center. Many of the issues regarding security, backup power, routing diversity for phone circuits, and expansion space would be available at ' existing Qwest central offices. Our team explored the options with Qwest's real estate group. We were told that central office available space was earmarked for competitive local exchange carriers (CLECs) who request to ' collocate in any given Qwest facility. Due to regulatory rulings and pressures, Qwest was unwilling to make this space available for any other purpose, even if currently vacant. Our search extended out to space adjacent to central offices to include office space or other facilities in the Qwest ' system. We toured a Qwest facility that is used as a garage and supply depot to service technicians. It had an office facility in the front that is vacant and once housed Qwest engineering support staff. Findings & Report © September 19, 2004 Page 69 *1 1 --, rs C A L L! A N r. E Allied PSAP — Phase 2 Consolidation Analysis li _y N `, rem , n � E�a f t Y• . Qwest office & garage in Brooklyn Center After the tour, this space was eliminated due to the lack of key features that ' led us to explore Qwest facilities. This site had no backup power, diverse phone line feeds, UPS systems, etc. This space offered no more benefit than any other commercial office space. , We also contacted North Memorial Transportation in Brooklyn Center to inquire about any expansion room available. North Memorial Transportation ' is already connected to the Regional 800 MHz Metro Radio system. Findings & Report © September 19, 2004 Page 70 I � S c ALLIANCE Allied PSAP — Phase 2 Consolidation Analysis Y � � 2 � \ � ^ \ \ � .* � v 4 A_n Transportation -Towrs � .. wrth Memorial Transportation scda Gp Findings & Report a September 19, 2 0 Page 71 � � -I- rsc A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis ' We were given a tour of the North Memorial Transportation facility and were told that they have no expansion space at their location. They advised that they are looking for a possible backup location and may possibly be ' interested in collocating limited back -up capabilities with a consolidated PSAP, if their needs could be met. Another facility we explored was adjacent to the Richfield Public Works ' garage. The city has purchased a former funeral home that abutted the land of public works garage. mi �zx �•< Our review of the exterior of the funeral home building evealed basically ' 9 Y residential construction leaving significant remodel expenses to outfit the ' building. In the event a stand -alone newly constructed facility was an option, this land could allow for both a new facility as well as a tower to connect to the 800 MHz Metro Radio system. Distance of this facility to the Wentworth radio tower site is short enough that the 18 gHz microwave link ' now serving the Richfield PSAP could be reliably re -used. If Richfield Public Works required new office space, a new building could likely handle that need, as well. , Findings & Report © September 19, 2004 ' Page 72 ' A PSC N c E Allied PSAP — Phase 2 Consolidation Analysis \ b.-a," '� :: A` .£ �,•�.' ib• :^�<. rim? � � . •.':l r PROM We then focused on the three spaces identified as key options: ' Brooklyn Center Expansion pansion Space ■ Richfield existing PSAP plus expansion ■ St. Louis Park existing PSAP plus expansion Using inventories and photographs gathered during our observation period, along with blueprints and CAD drawings, we developed mockups of a consolidated PSAP in each of the identified locations. ' Brooklyn Center Findings & Report © September 19, 2004 Page 73 a L L PSC I A N C E Allied PSAP —Phase 2 Consolidation Analysis , Brooklyn Center Police Department Facility ' The Brooklyn Center Police Department has expansion space on the 2 nd floor , (Room 210) of their building on Humboldt Ave. The existing PSAP location off the entryway does not have the expansion room in either the PSAP or the equipment room adjacent. However, the expansion space has 1,350 square ' feet available. Windows high on the walls as well as high ceilings make the space well suited for 24 -hour use. The area immediately below houses the feeds from Qwest, CATV, and Xcel for the entire building. ' N� x T_5 —7-�_ J 1 ]ILET BREAK R00M \ \N / zoo nl Floor Plan 1 - Brooklyn Center Expansion Space (not to scale) ' Other pros for the facility: ■ Separate from regular flow of Police staff ' ■ Construction won't disrupt current PSAP operations ■ Significant expansion room available ■ Break and restroom areas nearby ' ■ Room for offices, training. and equipment. • Adequate HVAC to meet needs ■ ADA accessible ■ New building infrastructure ■ Adequate generator for PSAP facility ' • Building is hardened and secure • City has strong commitment to facility Findings & Report © September 19, 2004 Page 74 ' PSC A L L I A N c E Allied PSAP — Phase 2 Consolidation Analysis Cons for Brooklyn Center site: ' ■ Not geographically centered in metro area • Genset transfer switch may need upgrading • Expensive to add Qwest diverse cable route Brooklyn Center expansion space — Looking South ' Brooklyn Center expansion space — Looking North Y P P g ort ' Findings & Report © September 19, 2004 Page 75 PsC .A L L 1 A N C E Allied PSAP — Phase 2 Consolidation Analysis Brooklyn Center city administration supports exploring the use of this facility for a consolidated dispatch center. Discussion would need to begin soon to discuss the 800 MHz Metro Radio connection to ensure that it could be accomplished at the same time as the building remodeling. The space is far , away from the holding facility, front window, and common police operations space. This offers a buffer to help maintain the facility as 'neutral' among all four of the communities in the consolidation. ' RON I i i III OdIVi'mlpplo IYVImIiiiNIVpVVllll', „ i' A N Brooklyn Center expansion space — Looking East ' It is our position that the space in Brooklyn Center best addresses all of the qualifying criteria, especially expandability, with the lowest amount of ' potential disruption, and the availability of adequate support space that will be needed. Findings & Report © September 19 2004 ' 9 P P , Page 76 PSC - ' A L L I A N c E Allied PSAP — Phase 2 Consolidation Analysis ' St. Louis Park imini.rvnNUr(a w�; St. Louis Park Police Department ' The current PSAP at St. Louis Park houses three dispatch positions. There is a public conference room that encroaches into the otherwise rectangular space. In order to increase the number of console positions in the existing room, the existing interior walls around the conference room (lower left ' portion of drawing below) would need to be removed. This would eliminate some of the storage currently used by the PSAP operation. The construction of the conference room is such that removal of the walls wouldn't be a major ' undertaking but would obviously impact dispatch operations during that time. Findings & Report © September 19, 2004 Page 77 PSG ALLIANCE Allie ' ed PSAP Phase 2 Consolidation Analysis 1' -1+ 3• -10• A. 8• -6' y 0• ' SALLY , PORT 14 JLPOC T KITCHENETTE -0 43 �i �. EQUIP. \ DISPATCH 13 _ m ' 29'-7 1/4' 17• -5 3/4' 's �� ^ F144 =° PUBLIC —, T ACCESS CONF. ❑ m 13 4' r 4­0' • 4 8­0' 4 4'-1' ' 4­1' Floor Plan 2 - St. Louis Park PSAP - Existing (not to scale) ' The main issue with using the St. Louis Park facility for a four -city consolidation is lack of expansion room and back room equipment space. ' This space may work for adding a third city to the local configuration, but expansion to any additional agencies would be difficult. Metro radio connection equipment would possibly need to be located in a different ' equipment room or site depending on the connection scheme used. Certainly there would be transitional space issues associated with maintaining existing service while migrating onto the Metro radio system for ' St. Louis Park and Golden Valley users. One of the issues in using the St. Louis Park facility would be whether other dispatch functions would be handed off to non - dispatch staff. We agree with the users in the other three communities that keeping the dispatch function focused on its core mission is essential. Findings & Report © September 19, 2004 Page 78 PSC A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis SALL)',, ' PORT ❑ EQU1P. ]TQI T KITCHENETTE LOCKER ut T _ L ' Floor Plan 3 - St. Louis Park PSAP - Proposed Remodeling (not to scale) Remodeling the existing St. Louis Park PSAP could yield a total of 810 square feet. This space could accommodate 4 -6 workstations as noted above with no further expansion. While 4 workstations are adequate for the near term for a 3 city PSAP, it offers little expansion potential for future growth. ' Pros to St. Louis Park remodeled space: ■ Break room, bathroom, and equipment room contiguous ■ Moderate encroachment on PSAP operation during construction ' Consolidated model is already in effect ■ Meeting and PSAP staff office space already available ' Fairly new building infrastructure (1993) ■ Geographically more centered among the four communities. ' Cons: ■ No swing space during construction for PSAP operation ■ Unknown headroom capacity on UPS system ■ Limited equipment room in current configuration ■ Centrally located to (not buffered from) police operations and lobby ■ No expansion room for any additional communities to join in the future ' Metro Radio connectivity plan is not solidified ' Findings & Report © September 19, 2004 Page 79 PSC L L A N C E Allied PSAP —Phase 2 Consolidation Analysis , St. Louis Park City Administration and staff support the option of locating the consolidated PSAP in their existing PSAP area. The limitations are clearly understood as to expansion availability, as well as disruptions to current , operations during construction. Staff supports sacrificing the conference room to increase footprint available to the PSAP. We believe the space in St. Louis Park would offer the ability for a viable 3- ' city consolidated PSAP knowing that expandability beyond that would be limited. Depending on the governance model adopted, having the facility in the core of the St. Louis Park Police operation may impede the feeling of ' 'equal ownership /control' of the consolidated effort. If a Joint Powers Agreement is used versus a contract for service, specific boundaries would need to be spelled out for ancillary tasks performed by the consolidated ' PSAP staff. We recommend that the staff for the consolidated PSAP not be tasked with any of the non - dispatch functions such as lobby window, detention monitoring, or building access /security. ' Richfield :.: .. - r " "' 5� T ed �' .r� `�•�`�� �`"� � rra �.••, g ., 'xi " ", a;•� sr,. :�,y sF 's? • v ` "i;.s ;z�.�'a,:^ a ?.�. ry'c..a:z'-7. .:.;�'':". ,; : .e:,�? .•�,:��. �,�-� ' >r ` :.y ' r'"A?':ly..',�.�., ,Y t„ � �Yn ..., .:,- K � ✓' �ag..b � Richfield Public Safety/City Hall building The City of Richfield's current dispatch center is housed in the east portion of ' the City Hall /Public Safety building. To the north, the Fire Department adjoins the facility. The Public Safety addition was built in the early 1980s. Unlike Brooklyn Center and St. Louis Park, the Richfield PSAP is located deeper in the core ore of the police department space with no direct access to the lobby. Findings & Report © September 19, 2004 ' Page 80 Psc A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis During the day, records /administrative staff handles the lobby desk ' functions. After hours, the door between the lobby and the police records desk is locked. The vestibule door has an intercom into dispatch for any walk -in traffic. Richfield's PSAP has been operating on the 800 MHz Metro Radio system since October 2002. The PSAP connects to Hennepin Sheriffs Radio via an ' 18 gHz microwave dish on the tower behind the City Hall. Richfield Fire Department is converting over to Metro Radio as this report is undergoing completion. COMMUNICATION, _ _ LIVE RECORDS CENTER 253 LOBBY 208 ......._, ' OPEN OFFICE I• MEN WOMEN 259 i 257 258 •I .. ._..... ...., _. _ ....... ... _<..:. _ ON 263 1 262 Floor Plan 4 - Richfield Current Layout (not to scale) ' The current PSAP is housed in less than 300 square feet and is equipped with 2.5 dispatch positions. The space has been modified to add additional air conditioning units to manage the heat in the space. There is a unisex toilet adjacent to the dispatch space. Equipment space is not collocated, is housed on the basement level of the facility, and, as set up presently, is very ' cramped and poorly organized. Findings & Report © September 19, 2004 Page 81 RSC A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis ......� LIVE RECORDS ' o "+ 253 ..._ _ COPY _ LOBBY _.. 208 ' OPEN OFFICE MEN WOMEN 259 j 257 258 ;.... - __ .._- - ...... ... _.... - _._..... ......_.._..__ 0 4 II 263 262 Floor Plan 5 - Richfield PSAP Remodeled (not to scale) ' Richfield's expansion space identified would move out the east wall of the ' existing space to the location of the pillar in the main police office cubicle area (this would still leave a pillar located on the north end of the expanded space). The additional space identified would add 250 square feet for a total ' of about 550 square feet. This would allow for a small cluster of four dispatch positions to be squeezed into the space. Pros to Richfield's remodeled space: ' • Metro Radio conductivity currently in place ■ Bathroom contiguous ■ Shared meeting space available ' Cons: Aging building infrastructure (1981) ■ Concerns about environmental air quality conditions within the building ■ Significant encroachment on PSAP operation during construction ' including relocation to some other space ■ Downstairs swing space would be needed during construction for PSAP operation ' ■ Unknown headroom capacity on UPS system ■ Current equipment room is sub - standard for current practices ■ Long distance to equipment room adjacent to tower, if reconfigured. ' Findings & Report © September 19, 2004 Page 82 i � PSG A L L I A N C E Allied PSAP —Phase 2 Consolidation Analysis ' ■ Centrally located within the midst of (not buffered from) police operations and lobby ■ No expansion room for future communities or staff growth ■ Unknown availability for PSAP staff office(s) ' Richfield is significantly limited to expand its facility and still maintain the needed space for police department operations. Staff discussed that there may be an addition to the facility or relocation of all public safety operations, ' but not for at least 4 to 5 years. We believe the Richfield space to be the least desirable space of the ones we investigated. An aging facility, sub - standard equipment room space, and very limited expandability are large factors. It is noted that there is some value, both in timing and capital costs, in Richfield's connection to 800 MHz ' Metro Radio already being in place. Our recommendation is to maintain the Richfield PSAP as a backup facility for the four city consolidation group and combine Brooklyn Center's PSAP ' operation into Richfield during the build -out of the consolidated center. If adopted, both of these recommendations would likely provide revenue to the city, based on fees to be paid by the new joint powers entity. ' Siting Summary ' Housing a four -city consolidated PSAP at the Brooklyn Center provides the best solution for the factors as described in this study. Minimal disruption to existing PSAP operations, buffered from the hosting agency's police ' operation, expandability for future additional clients, and collocated staff space for ancillary functions top the list. St. Louis Park would be feasible, especially if the group was limited to three ' cities. Acknowledging the limits on expandability is important when looking at economies of scale, as well. Maintaining the Richfield PSAP as a backup location, as well as an interim dispatch to handle Brooklyn Center, values and utilizes the current connection to Metro Radio that Richfield has implemented. ' Findings & Report © September 19, 2004 Page 83 " O rsc -_ I A L L I A N c E Allied PSAP — Phase 2 Consolidation Analysis RECOMMENDATIONS Governance This section identifies the core elements of our recommendations on ' governance to frame the issue for city managers and elected officials. Based upon our experience, as well as reputable best practices in the ' public -safety dispatching arena, we recommend that the four cities enter into a joint powers agreement for the expressed purpose of providing 911 /1 services. The agreement will be compliant with applicable statutes and protocol for creating and formally entering into such an agreement. It will include a statement of purpose, description of legal authority and ' scope, and would commence upon securing the requisite political and legal approvals for the entity. The joint powers agreement will create an entity that is owned and , controlled equally by all jurisdictions agreeing to the terms and conditions of the agreement. It will require the vesting of authority for the entity to hire, manage, train, develop, and terminate its employees ' and to enter into agreements with the member communities for the provision of various services, such as human resources, finance and accounting, and payroll. ' It will also require the vesting of authority for the entity to enter into contracts for the procurement of equipment and services in support of its ' mission, as well as taking title to existing infrastructure that is transferred from the member cities to the entity. We envision a transition plan that would be developed separately from , the joint powers agreement, yet it would be a key component of the detailed implementation plan. The joint powers agreement will also address the following topics: 1. Expansion procedures within the agreement to include other ' jurisdictions. 2. Cost, budgeting, and payment methodology including longer - range capital budgeting and the authority to apply for, accept, and implement grant funding for both operating and capital expenses. 3. Modification and cancellation of the agreement including deletion ' of jurisdictions and dissolution of the entity. Findings & Report © September 19, 2004 Page 84 PSC ' A L L I A N c E Allied PSAP — Phase 2 Consolidation Analysis ' 4. General management structure relative to the board of directors, user operations committee, and the appointment of the ' executive. In addition to the joint powers agreement, we recommend that operating principles be developed to address, at a minimum: 1. The process for developing standard operating procedures across the user agencies. 2. How the entity will determine its long -term infrastructure requirements and attain buy -in from its user agencies. 3. Process for the identification, communication, and management of complaints and compliments from field forces and /or the public. 4. System performance management criteria and evaluation methodology. ' 9Y . From a timing perspective, we believe that there are two options for the communities to consider. ' • Option 1: the member communities will manage their dispatch operations in a status quo mode until an implementation cutover for the combined dispatch center is achieved. ' • Option 2: the joint powers agreement will be executed as soon as practical, allowing all requisite tasks surrounding implementation to be managed under the direction of the board of directors with at least five ' key employees engaged early to be accountable for critical tasks. Another derivative of either option would call for the entity to manage Brooklyn Center's dispatching needs from either Richfield or St. Louis Park, allowing the Brooklyn Center dispatch operation to close more quickly. In this case, the Brooklyn Center employees would work in one of those centers to manage the additional load with Brooklyn Center- ' specific expertise. It would be best for the venture if the employees would be engaged under the new entity early on to remedy any angst that might be felt by certain credentials. Moving the Brooklyn Center ' employees into the Richfield PSAP would provide a good opportunity for identifying better practices for the future operation, as well. The joint powers form of governance includes a User Operation Committee for the fire and police agencies to discuss, design, and prepare to deploy modified procedures and protocol. Each agency served will be represented on the User Operation Committee. ' Findings & Report © September 19, 2004 Page 85 PSC A L L I A m C E Allied PSAP— Phase 2 Consolidation Anal N� Avbua| depiction uf what the governance structure would look like and how it connects with the local communities and the respective elected officials is shown below: Allied PSAP Dispatch Governance | � `-- 1 i�� | ' ' `'� v*�o,� i .��"""�- | |'�°��,��� | |.7 1 / O ' ~~~~~~~ ~~~ | Po decisions that are made on selected issues will impact timing, sequencing, and other related details. Having suitable governance structure in place will be fundamental bo making appropriate policy decisions. In addition to topics already described above, the following items are examples that require attention and closure if the communities choose to ~~ pursue a consolidated dispatch center governed asa joint powers entity; most are closely linked to governance strategy: m� • When tm commence the joint powers entity • Defining the relationship between the communities, the new entity, andLEL3 • Defining the role of the incumbent employees in relation to their role in planning and developing the new center • When tobegin the staffing process • Consideration ofan interim operations strategy ~~ • When to initiate training • Clarifying pension and benefit implications � Findings & Report @ September 19, 2004 4 � Page 86 � PSC A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis ' Staffing Transition, Selection, and Management ' In a consolidated dispatch center governed by a joint powers agreement, a predictor of success of the venture is largely a function of the diligence and good judgment demonstrated by the center's management in its handling of ' personnel transition, selection, and other associated functions. Employees affected by the changes associated with the consolidation of municipal dispatching services are generally very anxious during the early days of planning. The question that most affected employees are asking is: "what does this mean for me ?" How this impacts each employee is THE key question that must be answered directly and honestly. The management strategy should be to communicate early and often in a ' truthful manner. Where employees are represented by labor unions, it is important to inform and engage the union's leadership early to allow them to satisfy their responsibilities to their members. From our experiences, when this is done in a forthright and timely manner, the process is more collaborative and creates the greatest likelihood of a positive foundation at the outset. Since the joint powers agreement will create a new legal entity, it is recommended that the new entity and its management team have the ' authority and support to select, train, develop, appraise, discipline, and terminate employees. While it may appear that the job description of a dispatcher in an autonomous dispatch center should be essentially the same in the new centralized center, some employees may not be well suited for a ' consolidated dispatch environment or role. The expanded geography and the intricacies of handling multiple agencies offer additional complexity and we have found that some dispatchers, regardless of tenure, struggle with the skills required to be an effective multi - agency dispatcher. Building upon the points already mentioned above, best practices in this ' arena indicate that dispatchers moving to a consolidated environment should be released from their current employer and hired by the joint powers entity for the new positions in the consolidated dispatch center. The employees will then be covered by the same job description, policies and procedures, wage ' scale, and benefits package and managed by the new entity's management team from the beginning. Because the positions are new and have expanded knowledge requirements, the employees engaged by the new entity should ' be required to serve a probationary period for their new employer. ' Findings & Report © September 19 2004 P , Page 87 PSG A L L I A N C E Allied PSAP —Phase 2 Consolidation Analysis ' We also recommend that back -office support for the personnel functions pp would be provided by one of the member communities, preferably the one that is located in the closest proximity to the center so that routine human , resource service functions can be effectively accessed and delivered. The community that provides the back -office support functions would be entitled to charge the new entity a reasonable fee for the services provided. Appropriate orientation of the support staff who will help to facilitate the ' personnel functions of a consolidated PSAP will be very important. Because the new positions will have broader responsibility expanded knowledge requirements, we believe that the pay scale for all positions should be adjusted to be at least slightly higher than the highest wage currently being paid by the respective cities. ' Using this approach, the highest pay scale of the three communities that , employ dispatchers has a top pay -rate of $21.75 per hour 6 . Therefore, we are recommending that experienced dispatchers at the top pay rung of the existing wage scales be moved to a pay rate of at least $23 per hour. We have also chosen to use that rate for our financial modeling work. ' We strongly suggest that the joint powers dispatch entity select, appoint, , and engage its management team as early as possible, allowing them to begin working on the project tasks as members of an integrated management team. Normally, the entity's board of directors would recruit and select a dispatch center director. The new director would be recruited to , meet the unique requirements of the position and, as a result, could be either an internal or external candidate from beyond the member communities' current dispatch centers. The director would then recruit and ' select the other members of the management team. Candidates from the current dispatch centers would be able to compete for all of the positions in the new venture. , We also believe it is imperative to engage the leadership of the union(s) to work with management to determine relevant transition details. In the case of the four cities here, only three have dispatch employees (Brooklyn Center, Richfield, and St. Louis Park) and, of those, one does not have a represented workforce (Brooklyn Center). Dispatch employees in both Richfield and St. ' Louis Park are represented by Law Enforcement Labor Services (LELS). Training must begin early enough to prepare the employees for their new , venue and responsibilities, but not too early in order to ensure that knowledge retention is maximized. 6 Top pay rate for dispatchers in St. Louis Park, effective 7 -1 -04. Findings & Report © September 19, 2004 Page 88 I rsc - ' A L L I A N t E Allied PSAP — Phase 2 Consolidation Analysis ' Training will need to build upon the uniform procedures that will need to be developed; therefore the training person should possess the skills to develop ' the uniform procedures to use as source documentation. Policy decisions that are made on selected issues will impact timing, sequencing, and other related details. Because of the difficulties associated with maintaining an interim workforce, Brooklyn Center has expressed its interest in moving more quickly to ' consolidate. Their intention has been clear from the outset: they are looking for quality dispatching services with access to the Metro 800 MHz radio system at a reasonable cost from another city or consolidated entity. We ' hold the opinion that it would be prudent to close down the Brooklyn Center PSAP, engaging the employees in the new entity and having them work at the Richfield PSAP while the new center is being built. This would allow the Brooklyn Center agencies to be dispatched by a combined workforce that is at least in part familiar with the city and its users' procedures. This would also be a step in the right direction for building teamwork, rapport, and expanded job - related knowledge of the two cities and would emulate the ' arrangement that Golden Valley and St. Louis Park currently enjoy. Obviously Richfield's commitment to, and participation in such a strategy is required. STAFFING LEVELS ' The size of the consolidated four -city entity is just large enough to begin to start seeing economies of scale and more uniform coverage to be better prepared for emergencies and crisis situations. If additional communities were to join the system in the future, it is our view that the operational ' efficiency and effectiveness would improve. The dispatch entity would be in a perfect position to leverage both its human capital and system capacity, improving the cost effectiveness of the entity. ' Current staffing configurations in the centers call for minimum staffing levels 9 g as indicated in the accompanying tables (See Appendix, Table 1). We are proposing that the levels be increased only slightly and that power shifts be deployed as appropriate. Deployed staffing levels can be increased during peak periods while being concurrently lowered in aggregate if all dispatch ' employees work from a common facility under a single organizational structure. Ultimately the staffing levels will need to be adjusted to the idiosyncrasies, demographics, and levels of activity that exist in the ' prospective member communities. Findings & Report © September 19, 2004 Page 89 P5c y A f t I A N c E Allied PSAP — Phase 2 Consolidation Analysis Overall, we anticipate the need for 17 full -time dispatchers, 3 working ' supervisors, a technical support employee, a training person /relief supervisor, an administrative assistant, and the PSAP manager. This is a net , reduction of 7.25 dispatcher FTEs and an overall net reduction of 4.25 employees from the aggregate staff complement of the now separate PSAPs. (This information is presented in tabular form on the next page.) ' We note this is not a huge reduction in staff size for three reasons: 1) the existing cities are not big enough or fully - staffed across - the -board to reduce ' the staffing levels any further at the outset; 2) we choose a conservative strategy relative to projected staffing levels, associated costs, and overall savings; 3) our experience indicates that in many consolidation efforts, there is a higher turnover rate during the early stages of the project; and, 4) if it is ' found that the staffing levels are too high, the additional positions can be eliminated by attrition. We believe it is better to start at manageable staff levels during the transition vs. launching a consolidation with a staff shortage. In addition, based on experiences in other consolidated centers, we , anticipate that some number of employees will either choose not to pursue the new positions, will not perform well enough in the new environment to satisfactorily complete the probationary period, or will otherwise choose to ' leave. During the first two years of a consolidated center, it is critical to take these factors into consideration so that the center has every opportunity to succeed. Minimum Staffing Levels ' Per Time Period Time Period Current Proposed (distributed) (consolidated) ' 2300 —0300 5 4 0300 —0700 4 3 0700 —1100 4 3 ' 1100 —1500 5 4 1500 —1900 5 4 ' 1900 —2300 5 4 FTEs Per Day 14 11 ' Findings & Report © September 19, 2004 Page 90 PSC { A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis ' To reiterate, maintaining the prescribed level of minimum staffing requires: • 17 full -time dispatchers ' • 3 working supervisors • 1 technical manager • 1 training coordinator /relief supervisor • 1 an administrative assistant ' 1 PSAP manager (see Table 4). A visual depiction of the proposed organization is included below. ' Prospective Organization Chart 4 City Dispaf�Fr Technical 5picialist < I i Acknin[straWa' AssT: Cmf Supervisor Supefvku #1 Shift 5uvisor #2 .�';..I `tNtSvpeNisorf3'' Training Coorci.. ...:......._� , 921 SpeciaUst ' 4Lf Specfattst : ;' 4i1 Specialst " Oil Specialist . 4 / 5pectat t � a sit Speeia ' 4xx 5pecYdtist ' 31I Spe¢iaN3t �; 4213pcitaEfst ` 4Y2 Specialst - �-- —1 Specialist . , I [ 9iiSpeclallst `" { i— 411 Speciau!ft 311 Specialist v ; ; I 911 Spec aCst 1 {— ' 9115pecial 311 Specialist' {j {� ...J o �._......:J ' Operations The consolidated dispatch model we recommend is built upon selective strengths of the current PSAPs with enhancements to achieve increased levels of service and consistency. Using the assumptions discussed earlier in this report, we focused on those associated with operations. These were: P p • Local staffing of non - emergency /administrative phones at each existing ' facility ■ The consolidated PSAP would not assume any detention, building security /access control, or front window responsibilities regardless if collocated in a police department ' a Local agencies would maintain varying degrees of staffing at their respective front desks /public windows ' Findings & Report © September 19 2004 9 P p , Page 91 PSC L L I A N C E Allied PSAP —Phase 2 Consolidation Analysis ' ■ The level of service to be provided will be equal to or better than the , current levels of service • Technical symmetry — LoGIS Printrak CAD /RMS, Positron 911 phone , equipment from Qwest, and Metro 800 MHz Radio With the objective to maintain and improve the levels of service, operational changes will work in concert with making better use of technical tools such as CAD, mapping, and telephone configuration. In any consolidated PSAP, there is an obvious operational change when staff that had worked in an individual PSAP now are handling calls from various communities. Different geographic areas, varying procedures of the user ' agencies, and the identities of additional field personnel are some of the key elements that dispatch staff will have to learn. Our recommendation for a successful consolidated operation starts with ' sufficient and thorough training, adequate information loaded into CAD, maximization of CAD functionality, and informal meetings with dispatchers ' and field officers. Management of the consolidated center will need to spend significant time with the stakeholders and agency staff to craft revised standard operating procedures, technical tools, and training. Staffing levels have been developed to handle the increased traffic during incidents, as well as providing additional levels of service to field personnel , such as tactical fire dispatching. We envision that the consolidated PSAP will operate in a modified two -stage ' operation where call taking staff will `air' high priority calls directly and then hand the call off to the person handling radio dispatch duties for the respective agency. We also advocate splitting the radio dispatch loading during peak periods to allow maximum message deliverability and talk group ' access. This level of detail would be addressed during the final implementation planning process after specific communities commit to participation. ' Technical The recommended technical portion of the proposed four -city consolidated ' PSAP will look extremely similar to what is used in most of the existing individual dispatch centers. Currently, all three existing PSAPs are using the ' LoGIS Printrak CAD /RMS, Positron 911 phone equipment from Qwest, and CIDN Datamaxx /Portal 100. This common configuration is beneficial from both a technical and operational perspective. Our recommendation, then, is , to maintain the systems currently in place in the respective PSAPs and install new equipment running these same systems in the consolidated PSAP. Findings & Report © September 19, 2004 Page 92 ' SC A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis ' We have determined that there are enhancements available to the Positron 911 telephone system and those upgrades should be seriously considered in ' new PSAP development. The LoGIS /Printrak CAD /RMS, as well as mobile MDC appearance, will be virtually the same. Obviously, the CAD, mapping, unit recommendation, and other tools will expand to cover the communities in the consolidation, but the basic premise will be the same. With the square footage available in the Brooklyn Center expansion space, ' there is ample room for a suitable technical equipment room including sufficient expansion room. This has a significant positive effect on the technical infrastructure of the consolidated PSAP. Most of the current PSAPs do not have the space needed in their existing equipment rooms for what is ' currently in place, much less any change in technology. Richfield's current PSAP is more technically symmetric to the prospective consolidated PSAP since they are already operating on the Motorola Gold Elite Metro 800 MHz radio system. Motorola is expected to announce the discontinuation of the Gold Elite console platform for use in trunked radio ' environments. A key timing issue for a consolidated PSAP will be whether to acquire end -of- production Gold Elite hardware or try to schedule preliminary production, next generation radio control consoles for a new facility. ' The project budget includes capital funds to add an additional cable feed from a different Qwest Central Office. This will allow the Brooklyn Center PSAP to have two completely discrete cable paths from Qwest. This allows ' circuits such as 911 trunks, radio control loops, ALI database circuits, and non - emergency phone lines to have diverse routes to the new PSAP. In the event of a cable cut on one of the feeds, the PSAP would still maintain ' operation from the alternate Central Office feed. None of the current PSAPs which are part of this analysis now have this feature. The plan for the Brooklyn Center PSAP is to eliminate the ancillary equipment ' that most autonomous dispatch centers have, such as jail intercom, door control, detention CCTV, or front window intercom. This, again, simplifies the configuration of the new center as well as eliminates many varying ' rack /desk mounted devices at the workstations. Backup PSAP — The technical layout at the Richfield PSAP would continue with much of its current technology. We propose that 9 -1 -1 telephone ' equipment be turned back to Qwest at such time as Richfield closes its PSAP and the facility is turned into a backup location. This recommendation is primarily a cost containment measure since backup PSAPs are infrequently ' used and the State of Minnesota will not pay monthly 9 -1 -1 circuit fees for a backup PSAP. Having LoGIS /Printrak CAD operating as well as the Motorola Gold Elite radio console in standby -ready operation allows a fairly seamless takeover in the event of a failure at the main PSAP. Seven -digit lines would still appear on conventional phone sets. These lines would be programmed by Qwest to take the 911 calls in the event of a failure at Brooklyn Center. Findings & Report O September 19, 2004 Page 93 I I A L L I A N C. E Allied PSAP — Phase 2 Consolidation Analysis The Richfield backup PSAP would not have the capability to show 9 -1 -1 calling number (ALI) or the callers location (ALI) on these lines, but the call would be audibly transparent to the caller. This level of back -up is similar to ' that deployed by the HCSO back -up center as well as most other back -up PSAPs nationally. Fire alerting from the backup PSAP in Richfield will require some additional technical configuration since current fire alerting is operating ' on legacy VHF radio transmitters, not on the Metro Radio system. Local Agency Desks — With most of the partnering agencies maintaining 24/7 staffing at their respective Police /Public Safety buildings, we recommend re- allocating some of the site- specific equipment currently in each PSAP out to the front desk/public window personnel. This would be modeled after the Golden Valley front window staffed by CSOs. Existing building ' monitoring /CCTV, access control, and detention intercoms would move to these locations. Any evidentiary video recording would also relocate. We recommend that each front window /desk be outfitted with a Motorola desktop remote unit to control the agency- specific 800 MHz Metro Radio talk , groups. This will act as a seamless backup for the consolidated PSAP during a brief failure since each desk will be staffed already. Depending on the ability for each agency to handle fire alerting in their current fire stations, the ' front window /desk in each community will need the ability to alert both paid and on -call fire personnel as well. Since any telephone circuits needed to control fire VHF base radios are already in place in the existing PSAPs, this ' requires only the addition of a pager encoder or other suitable selective alerting method. Technical Summary ' The consolidated PSAP will look and feel very similar to what staff is ' currently using at their respective PSAPs. Adding additional redundancies such as diverse feeds from Qwest as well as updating the hardware running the dispatch applications should increase mean time between failures. Maintaining Richfield as a backup location for any longer -term failure as well ' as outfitting the local front window /desk of each agency for immediate call answering and dispatch redundancy that would remain functional for short- ' term outages will enhance the ability to mitigate any failures that take place. This is superior to any back -up plan in place today at any of the existing PSAPs. In the current scenario, there is no plan for immediate short-term redundancy that is city- specific, and all long -term capacity is tied ' to the capabilities of Hennepin County's PSAP. Findings & Report © September 19, 2004 Page 94 L R st ' A L r I A N e E Allied PSAP — Phase 2 Consolidation Analysis ' FINANCE ' Overview The expense associated with offering local PSAP and dispatching services is one that is heavily weighted by the cost of wages, benefits, and other various staffing- related costs. Our experience has shown that approximately 80% or more of a PSAP's expenses are made up of these personnel - related expenses. The level of staffing and the local city's compensation strategy are the two variables that drive the bulk of this expense bundle. The level of service and its quality standards are the key drivers of staffing levels and ' compensation strategy. The four communities participating in this project share many common characteristics, not the least of which is the impact that funding and ' managing a separate PSAP /dispatch center has had on its finances. The state local government aid reductions that were headline news in 2003 have not been fully resolved and may give way to a restructured local methodology ' during the next legislative session. The bottom -line is that the level of local government aid is likely to get smaller in future years. ' While the City of Richfield already took advantage of initial funding sources to connect to the Metro 800 MHz radio system, the other three cities have not yet done so. As important, future technological upgrades will impact each of the four cities when they occur. For example, the City of Richfield ' purchased and began to install their Metro 800 MHz compatible dispatch consoles in 2000 and commenced police dispatching on the 800 MHz system in October, 2002, the consoles they purchased will be phased out of ' production and a newer version will be released. This timing factor could prevent the four cities from procuring matching consoles for an expanded or new combined PSAP /dispatch center. ' The rate of change in public -safety technology promises to be more rapid in the future and that will create fiscal challenges for those PSAPs that remain autonomous. This trend and its associated implications are, not limited to the Twin Cities. This is a national trend that has produced significant PSAP /dispatch center consolidation during the past five years, with more continuing. The upper Midwest is actually some distance behind other areas ' of the country when it comes to consolidating PSAP /dispatch services and a large part of the reason is the cost — today and into the future. When the initial study effort was conducted in 2003, the primary question ' was how much can be saved by consolidating local PSAP and dispatching functions. As we dug deeper into our research and analysis activity, it became clear that cost was only one of at least two key drivers for the ' respective cities. The level of service and standards of quality have been identified by each agency as critical success factors for the future delivery of PSAP /dispatch services to their agencies. Findings & Report © September 19, 2004 Page 95 I RSA A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis , We suggest that the four cities are more dependent upon quality dispatch services than has been articulated in the past. With the advent of new 911 call delivery architecture, increased wireless ' calling, emerging web -based public - safety constituent contact capabilities, and the rising bar of service expectations, the capacity of any small to medium -sized local PSAP to stay current with the technology, training requirements, and overall service level expectations will continue to be challenged in the future. This challenge will affect the cities in two ways: first, it will simply be difficult ' to continually adjust operations in smaller, autonomous PSAPs to the changing environment; second, it will continue to be financially difficult in ' both the near and long -term for small to medium -sized communities to afford the cost of future needed technology changes. It is important to point out that the level of service and quality that the four ' communities desire comes at a price. While the four study cities have found ways to fund and /or procure the level of service they have desired in the past, they will be continually forced to dig deeper for solutions to their needs ' if they remain autonomous or simply paired as two cities, like Golden Valley and St. Louis Park. The three PSAPs serving the four communities require more than $2.26 , million in funding for operating expenses at current levels of staffing and service. If the communities were to retain their current approach to ' PSAP /dispatching services, the Brooklyn Center and St. Louis Park PSAPs will require approximately $1.6 million in total to implement the necessary upgrades to migrate to the Metro 800 MHz radio system. The latter figure does not represent any capital expense for subscriber radio equipment; that ' expense is categorized as a user agency expense in both a current and consolidated architecture and may be eligible for additional future sources of federal and state funding from Homeland Security initiatives. , Should the four cities agree to move forward with a jointly- owned and operated consolidated PSAP /dispatch center, we anticipate that the service would cost the new entity approximately $1.925 million in annual operating ' expense and approximately $1.4 million in one -time capital improvements for space and the necessary equipment to connect the new primary PSAP to the Metro 800 MHz radio system. This estimate also assumes that the current ' Metro Radio connection and equipment at the Richfield PSAP would remain in place as a functional back -up PSAP/ dispatch center for the four city consolidated entity. We address each of these expense categories in the text below in separate sections addressing operating expenses, capital expenses, and budget inflows. Findings & Report © September 19, 2004 , Page 96 131SC A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis We note that the recent offer of no cost dispatch services by the Hennepin County Sheriff's Office, requires some level of local funding by the four communities to maintain the current level of service and data integrity. The total impact of this for the four cities would be approximately $430,000 in annual operating expense and $75,000 in immediate capital expense for ' backward migration to the county's mobile data terminal platform. Therefore the cost of receiving dispatching service really is not free to any community but instead involves a series of capital and operating expenses and modifications to established policies and protocols. ' Operating Costs The cost of operating a single PSAP capable of serving the four communities is estimated at $1.925 million in year one. This cost includes staffing levels that are higher than what will ultimately be needed, but accounts for the ' ramp up time and attrition. Collectively the five communities utilize 28.5 FTE employees in the delivery ' and management of PSAP services at an annual recurring cost for personnel expenses of about $1.85 million (adjusted for 2004). Based on data provided by the communities for 2002, the aggregate annual recurring expense ' associated with other operating costs for the individual PSAPs was nearly $661,000 including Golden Valley's 2002 annual payments to St. Louis Park (see Appendix, Table 1).' ' We note that the cost of processing each 911 call varies considerably from $22.32 per call to $37.01 per call among the four communities. Experience demonstrates that highly efficient PSAPs typically have costs in the $12.00- , $22.00 /call range with some large communities operating at even lower cost. Cost - per -call should be regarded as only one metric for determining value to the community of having a locally staffed dispatch facility, but it is the only metric that is reasonably reliable in the current environment. ' While the cost - per -call metric is fairly solid, there are still anomalies in the local PSAPs that affect the amount calculated. For example, Brooklyn Center is listed as the lowest amount at $22.32, but the personnel cost it is based on actually under reports real cost as it did not include the salaries and benefits of sworn officers assigned to dispatch throughout the year to cover ' shortages or vacancies. We recently determined that in 2002, at least one officer worked 65 shifts (520 hours) at a total cost of approximately $17,300; adding this incremental expense into the equation, the Brooklyn Center cost per call jumps to $23.17. Other operating costs include items such as contractual services, equipment maintenance, utilities, etc. a Based upon comparable labor and operating expense environments. ' Findings & Report © September 19, 2004 Page 97 PSG - - - A L L I A N r E Allied PSAP — Phase 2 Consolidation Analysis In the ro osed configuration of consolidated dispatch for the four cities we P P 9 P recommend the following staffing levels for the operation: Function # Of Positions J Dispatcher 17 J ' I I Working Supervisor 3 Training Resource/ 1 , Relief Supervisor Technical Resource 1 Administrative 1 Support ' Dispatch 1 Management TOTAL 24 This level of staffing represents a reduction of 6.25 FTEs in the dispatcher title and a net reduction of 4.5 total FTEs. The total of personnel related ' expenses would be 19% less at $1.56 million for a saving of $288,285 (see Appendix, Tables 1 and 4). The other operating expenses for the consolidated operation, including ' payments made to the member cities for key service items, would be 44% less at $368,840 for a saving of $292,145 (see Appendix, Table 2). These expenses are expected to be this much lower, because the various technical ' components that require annual operating expenses can be managed more economically and effectively in the consolidated environment. As already noted, the size of this consolidated dispatch venture would be at ' the lower end of the "economies of scale" spectrum due to its size. If and when any additional cities were to join the partnership of this proposed dispatch entity, the venture would move toward the "sweet spot" of ' economy, creating greater savings while maintaining or improving the quality/level of service. Driving the cost of service lower, while enhancing (or at least maintaining) ' the quality of dispatching service, should be a key objective of any consolidation effort contemplated for these service- conscious communities. Findings & Report © Sep tember 19, 2004 , Page 98 PSC y A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis ' Capital Costs ' The cost of establishing a single PSAP capable of serving the four communities using existing space in one of the municipally owned buildings with six (6) console positions is estimated at $1.4 million. This cost estimate assumes that the PSAP will be connected to the Metropolitan 800 MHz radio backbone via a composite fiber optic /microwave radio link and further assumes that all new radio console, dispatch workstations, and telephone ' equipment is acquired. For comparative purposes, the cost to Brooklyn Center or St. Louis Park alone for necessary connectivity to the 800 MHz backbone is estimated at $746,100 per PSAP or nearly $1.5 million if each PSAP elected to stay in operation and connect to the metro system. The estimated $1.4 million investment to establish consolidation provides a suitable base foundation that would serve the dispatching needs of the four communities for several years and would allow other cities to join the entity ' with no further Metro 800 MHz connectivity needed. Future capital investments over the next ten years to service other agencies would fall into the areas of voice logging recording expansion capability, dispatch ' workstations, and electronic equipment to expand the telephone and radio "presence" at each workstation. We estimate this cost at about $75,000 for each fully equipped workstation added in the future. If and when other cities 1 were to join the entity, the joint powers agreement would provide language to assess new members for the various "in place" elements of the infrastructure. 1 Expense Sharing When initiating a joint powers consolidated PSAP /dispatch entity, there are a ' variety of ways that the expenses can be shared. Described below are six of the more common methods used to share expenses in a consolidated, jointly owned PSAP /dispatch center; also shown are the respective costs per city for ' the first year of operation based on the respective expense- sharing model. ■ Option "A ": 33.33% of the total cost will be shared equally among all participating cities. 66.67% will be shared based upon the variable percentage factors by city, based upon activity and population (see Table 3A in the Appendix). o Brooklyn Center - $ 531,180 o Golden Valley - $ 412,106 o Richfield - $ 415,012 o St. Louis Park - $ 567,465 Findings & Report © September 19, 2004 Page 99 PSC __ - A L L I A N C E Allied PSAP —Phase 2 Consolidation Analysis • Option "B ": 40% of the total cost will be shared equally among all participating cities. 60% will be shared based ' upon the variable percentage factors by city based upon activity and population (see Table 3B in the Appendix). • Brooklyn Center -'$ 526,204 • Golden Valley - $ 419,042 • Richfield - $ 421,658 ' • St. Louis Park - $ 558,859 • Option "C: 50% of the total cost will be shared equally i among all participating cities. 50% will be shared based upon the variable percentage factors by city based upon activity and population (see Table 3C in the Appendix). ' • Brooklyn Center - $ 518,743 • Golden Valley - $ 429,442 ' • Richfield - $ 431,622 • St. Louis Park - $ 545,956 • Option "D ": Each city will pay a proportionate amount of the expenses based only upon their percentage of the total ' activity (see Table 3D in the Appendix) o Brooklyn Center - $ 555,968 ' o Golden Valley - $ 377,450 o Richfield - $ 381,879 o St. Louis Park - $ 610,467 • Option "E ": Each city will pay an equal share of the expenses (noted on all iterations of Table 3) • Brooklyn Center - $ 481,441 • Golden Valley - $ 481,441 • Richfield - $ 481,441 • St. Louis Park - $ 481,441 ' As noted, we have illustrated the above options in detail in Tables 3A — 3E within the Appendix with supporting data. Findings & Report © September 19, 2004 Page 100 PSC A L L I A N r F Allied PSAP — Phase 2 Consolidation Analysis NOTE: All expense amounts identified above are subject to applicable budget inflows, e.g., facility rent, back -up PSAP rent, etc. For net amounts that reflect the impact of inflows, see Table 6 in the Appendix. Cost Savings ' Pursuing the recommended path of consolidation, we forecast that the entity would require nearly $333,254 less for all operating expenses in the first year alone. This represents a savings of $3,332,538 over a ten -year period without any adjustments for inflation. It should be noted that this amount of savings includes payments by the entity to the cities providing space for the primary and back -up PSAPs. Removing those payments, the ' entity would require nearly $415,754 less for all operating expenses in the first year alone. This represents a savings of $4,157,538 over a ten -year period without any adjustments for inflation. Savings After Savings Before Payments To Member Payments to Cities Cities ' I Single Year Savings $ 333,254 $ 415,754 Five Year Savings $1,666,269 $2,078,770 ' Ten Year Savings $3,332,538 $4,157,538 4 Because of the impending upgrades for three of the communities to the Metro 800 MHz radio system, consolidation will also require $190,200 less for ' capital expenses than the current configuration while negating the $75,000 capital expense to backward migrate to the county's mobile data terminal system (@ $18,750 per city). The latter expense would be required only if the county dispatch option were selected by the cities. We also believe that a properly managed and equipped consolidated four - city dispatch option would be an attractive alternative service provider with a ' more desirable governance process and a higher level of service to at least a few of the communities presently served by the Hennepin County Sheriff's Office. ' The financial implication of this belief is that it would enhance the economies of scale, reducing the amount of annual funding required by each participating city, and offsetting the initial seed capital investment of the original cities by the application of a formula for reimbursement or reinvestment of the initial capital outlay for the center. Findings & Report © September 19, 2004 Page 101 PSG A L L I A N C E Allied PSAP —Phase 2 Consolidation Analysis Described below are the six previously described methods for expense sharing with the respective amounts of annual savings per city for the first , year of operation, except that Golden Valley's amounts are how much more they will need to pay to participate as recommended (all differ by option). The respective amounts by option are noted below: • Option "A ": 33.33°/ h total cost will be shared equally ' p o of the to c among all participating cities. 66.67% will be shared based upon the variable percentage factors by city, based upon activity and population. o Brooklyn Center - $ 108,675 ' o Golden Valley — ($ 151,705) o Richfield - $ 243,414 ' o St. Louis Park - $ 132,869 • Option "B ": 40% of the total cost will be shared equally ' among all participating cities. 60% will be shared based upon the variable percentage factors by city based upon activity and population. ' • Brooklyn Center - $ 113,651 • Golden Valley — ($ 158,641) • Richfield - $ 236,769 • St. Louis Park - $ 141,475 • Option "C ": 50% of the total cost will be shared equally ' P among all participating cities. 50% will be shared based upon the variable percentage factors by city based upon activity and population. • Brooklyn Center - $ 121,112 • Golden Valley — ($ 169,041) • Richfield - $ 226,805 , • St. Louis Park - $ 154,378 Findings & Report © September 19, 2004 Page 102 PSC A L t I A N c E Allied PSAP — Phase 2 Consolidation Analysis • Option "D ": Each city will pay a proportionate amount of the expenses based only upon their percentage of the total activity (see Table 3D) ' o Brooklyn Center - $ 83,809 o Golden Valley — ($ 117,042) o Richfield - $ 276,624 o St. Louis Park - $ 89,863 ' • Option "E ": Each city will pay an equal share of the expenses (see Table 3E) o Brooklyn Center - $ 158,415 o Golden Valley — ($ 221,040) o Richfield - $ 176,986 ' o St. Louis Park - $ 218,893 We have illustrated the above options in detail in Tables 3A — 3E within the Appendix with supporting data. ' NOTE: All amounts of saving identified above are subject to applicable budget inflows and outflows, e.g., facility rent, back -up PSAP rent, front desk staffing, etc. For net amounts that reflect the impact of inflows, see Table 6 in the Appendix. Budget Inflows Due to the configuration of the prospective entity, we have identified a handful of budget inflows for the respective participant cities. These fall into two general categories: the first category is made up of those fairly sizable amounts of funding that are key to the system and how it is managed and operated. Examples of this category of sizable, key items are: space rental for the center, rental fees for the back -up center, and interim credits for providing dispatch services during the build -out of the center. The second category is made up of a myriad of smaller "credits" for services rendered that might even rotate among the communities. Examples of this category are: payroll and benefits services, finance and accounting support, legal support, and human resources guidance and support. ' Findings & Report © September 19, 2004 Page 103 PSC f t A N c Allied PSAP —Phase 2 Consolidation Analysis We have identified values for the key inflows we have identified, as follows: • Annual space rental for the primary dispatch center @ $90,000 to the City of Brooklyn Center • Annual rental fee for back -up center & equipment @ $25,000 to the City of Richfield ' • Annual fee for providing interim dispatch services to Brooklyn Center exact amount to be determined, but no more than $200K, to the ' City of Richfield • Annual fee for providing continued dispatch services to Golden Valley on an interim basis is estimated at $275K, to the City of St. Louis Park These budget inflows are important to the overall consideration of the options, because unlike either of the other two options, it recognizes and pays for the value brought by the respective inflow item by the provider. For example, the City of Brooklyn Center would not receive any rent from the ' county if they chose that dispatch option. Similarly, the City of Richfield would receive no remuneration for its good faith, technology - leading commitment to join the Metro 800 MHz radio system early in the process if it chose to remain autonomous or go to the county's operation. Finance — Summary The cities involved in this study are all first ring suburbs of Minneapolis and do not have infinite sources of revenue to continue to pay for their a local, autonomous PSAP/ dispatch center into the indefinite future. For the various reasons that have been articulated in this report, we believe that the best option for the four cities is to consolidate their dispatch operations, preserving and enhancing their desired high levels of service and quality. They will be making an investment that will pay for itself over a relatively short space of time and it will provide access to system upgrades, new technology, and a better trained workforce at today's prices. This option will also act as a mitigation strategy relative to local fiscal pressures that will likely increase over time. The "no cost" option of being dispatched by the Hennepin County Sheriff's Office is, first of all, not truly free. There are costs that each of the four communities would bear to make the transition to the county system. Secondly, the four cities would essentially "pay" in level of capabilities, because they would be required to migrate backward in both technology and level of service. I Findings & Report © September 19, 2004 ' Page 104 PSC - A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis ' While none of us can accurately forecast the changes in technology and general conditions, it is safe to say that technology will continually advance, often at lightning speed. Further, we can safely say that the cost of acquiring advanced technology and /or capability will not likely decrease. By pulling together, the four cities may be better equipped to identify other areas where they could share limited resources, ideas, and technology. This could be an important tool in the quest to maintain or enhance solid levels of service in fiscally challenging times. ' We have identified the amount that each city would be required to pay for consolidation using each of the four models of expense sharing and ' compared it to both the actual expense for transitioning to the county dispatch system and for staying autonomous (see Appendix, Table 7). Lastly, we have created comparison sheets for each respective city to assist the local officials in evaluating the options (see Appendix, Tables 8A — 8D). In summary, then, we believe that the most fiscally prudent option for the cities to make is to consolidate into a jointly owned and operated PSAP /dispatch center. In so far as it would represent an advanced level of service and more reliable access to technological advances and better ' trained, more qualified employees, it is an added benefit that is nearly impossible to quantify. OPPORTUNITIES Whether all of the cities agree to pursue consolidation or not, we also identified various items that the local PSAPs can address on an individual basis to improve service, quality, and accountability. It should be noted that each of these items are accounted for within the enhanced levels of service ' and quality in the recommended consolidation model. These items are: ' • Record keeping and analysis of calls processed by the PSAP (including non - emergency/ administrative); this would include, but not be limited to: speed of answer, hold times, speed of dispatch, call blockage, and ' the abandoned call rate are all important metrics that provide useful information for current operations. • Monitoring and tracking non - dispatch tasks performed in the PSAP is a step toward process improvement. Other tasks performed by dispatch for the police /fire departments will affect comparisons when looking at future consolidation of dispatch. As identified in the State of Minnesota ' Management Analysis Division's report to the State Legislature, these uncounted tasks regularly get forgotten until a consolidation takes place. Findings & Report © September 19, 2004 Page 105 -.10 r - s C A L L I A N C E Allied PSAP — Phase 2 Consolidation Analysis At that point, reassigning or back filling is required and typically isn't , contained in the budget plan for the consolidation. • Accurate accounting for labor is an important management tool that is i not addressed today. Other non - dispatch staff may cover for breaks, illness, or even scheduled shifts in some PSAPs without an audit trail for budget review and analysis. In the event sworn police staff, records staff, or community service officers cover shifts or other breaks, those staff times should be allocated to the PSAP operation to reflect the actual cost of the operation. • Enhanced use of CAD - Many individual PSAPs don't ma cm use of the various features imbedded in their CAD systems, such as unit ' recommendations and relevant operating procedures. Taking time to load more information into CAD prevents dispatchers from having to store the information in personal memory. Simplifying the training of new staff, as well as maintaining consistency in operations, are benefits to be achieved. • Create and update information files - Larger dispatch centers maintain ' and routinely update information files on specific community items that are regularly requested by callers. Developing and maintaining this information aids in staff training, as well as consistency and a reduced need for memorization by staff. • Increase discussions with Fire - Each of the Fire agencies interviewed felt that various procedures surrounding the handling of fire calls need , improvement. Improved dispatch consistency and a better understanding of the fire service's needs were requested by all four agencies. It is obvious that call volume in the PSAPs is weighted toward ' the law enforcement function. All of the dispatch operations in the three PSAPs studied here are run by the law enforcement agency, as well. For these reasons and others, the fire agencies are not receiving the level of ' service they request. In summary, the fire agencies desire and deserve more input in the final dispatch product received. They also understand there are dispatch staffing and training issues that need to be addressed to reach their goals. ' Findings & Report © September 19, 2004 Page 106 RSA A L L I A N C E Allied PSAP —Phase 2 Consolidation Analysis TIMELINE Set forth below is a representative timeline showing an approximate sequence of events to move a consolidated, four community PSAP forward. There will be literally dozens of sub -tasks behind each primary milestone ' listed below. The purpose of this graphic is to show that much of the work will take place at the front end of any consolidation project. While significant planning has already occurred, another round of intensive preparations is ' necessary to mobile for consolidated service delivery. Z1a2005 PSAP Manager on Payroll 1/22/2006 4 16f200 Live Operation trp120°s 422005 Procedural Issues Resolved Planning Complete to Close BC PSAP PSAP Equipment Orders Placed ' v142pp5 Creation a JPA Cr Staff Hiring Line Staff Hing e Delivery e 5 /t7rz005 72220pS &92005. 1pNa2005 - 11/272005. to 52006 ' . Equipment D stall l'ralrun Bug Resdutiort 1/1/2005 2/1/2005 3/1/ 005 1/1/2005 5/1/2 05 6/1/2005 7/1/2005 8/1/2005 9/1/2005 10/1/2005 11/1/2005 1 /1/2005 1'/1/2006 1/31/2006 ' 12/1/2004 312/2 5 11212005 New PSAP Remodeling Underway 5/320°5 Conversion Planning SC to Richfield Remodeling Complete 3212005 Staff Recruitment Starts 72oos Equipm Testing CONCLUSION Experience demonstrates that establishing a consolidated PSAP is possible. Operating cost savings are possible, but suitable initial funding is needed to get the project launched. Capital cost to establish a single consolidated PSAP serving the three communities of Brooklyn Center, Golden Valley, and Saint Louis Park is about one -half of the cost to establish facilities for two PSAPs. Richfield's previously implemented financial and policy commitments to migrate onto both LoGIS (Printrak) and the Metro radio system makes the benefits of consolidation somewhat more obscure to their representatives. ' Service from Hennepin County is, in fact, not "free" as promoted by Hennepin County officials. In fact dispatching service from Hennepin County ' is already being paid for across the aggregate county tax base. Communities who have elected to maintain an autonomous PSAP have done so because of internally identified benefits to deliver comparable or better service that most closely aligns with community values and departmental missions. Findings & Report © September 19, 2004 Page 107 �rs C A L l I A N C E Allied PSAP -Phase 2 Consolidation Analysis Communities electing to establish and operate their own PSAPs are making ' the same value judgments to replicate service as is done routinely in other service delivery matters such as Parks /Recreation, Public Works, and law ' enforcement. We suggest that the PSAP role serves the role of "gate keeper" regulating the delivery of public safety for both routine and emergent citizen service requests. ' We believe that any decision to consolidate or operate an autonomous PSAP must be made with by balancing cost against perceived and actual levels of service. Ultimately the selected PSAP service delivery choice represents a balance driven by the perceived value associated with local self - determination, control, and priority setting compared to opportunities for cost saving. ' By considering all of these factors, local officials will be able to make more informed decisions concerning the appropriate route to pursue for PSAP ' service delivery. One benefit flowing from Hennepin County's offer of "free" service is that it has focused attention on a critical link in the service delivery chain and allowed for more intensive scrutiny of suitable service models. Findings & Report © September 19, 2004 Page 108 Table 1 - Personnel Costs and Activity Level Data Four Community Model Community Brooklyn Center Golden Valley Richfield St. Louis Park CURRENT TOTALS , 4 Community Dispatch Entity PROTECTED TOTALS s:.,e„�.,.. -: > ;.�..®c.�.�..< .�:.a•,a,�.�.. -r�u.. ups. �.,. �,... �,<«.. �. �.. �... �.. .�..;;�.�_�.a..�.. <s...<�.,._.. _ ....�_.,.... ,. �.. mx< �:. ,. ._.• .,. M. Dispatcher /Supervisor/Trainer Wages $220,224 $0 $362,366 $495,581 $1,078,171 $1,023,680 Dispatcher /Supervisor/Trainer Overtime Wages $13,464 $0 $0 $18,202 $31,666 $10,000 Dispatch Management/Adm/Technical Wages $45,661 $0 $0 $0 $45,661° $175,000 Sub -Total -Wages (Actual 2002) $279,349 $0 $362,366 $513,783 $1,155,498 , , , ,$352214 $0 $456885 $647797 $1456 896 Sub -Total -Wages (Adjusted to 2004) , $1,208,680 i � : - ,.H.: tux: �^ �_ �.:.: e�^. �ra�.: �::: �.,.:., �� r.._.. M.:, �� ...m.......,...,.:...:�s>.:�.^_ - ^r r�- ^,.�.�. �:. �«.n .- ; --^ .' ..-....:�::-.:..- .,ra:sm- naa..: m:A:.;aT „'c.:�:r: •<t <�- - � ...,.,......M.. ...... a..._.. ,., .,..._....: .•... Dispatcher /Supervisor/Trainer Fringe Benefits $68,097 $0 $85,182 $142,505 $295,784 $275,993 Dispatch Management /Adm/Technical Benefits $12,331 $0 $0 $0 $12,331 $47250 Sub -Total - Benefits (Actual 2002) $80,428 $0 $85,182 $142,505 $308,115 Sub -Total - Benefits (Adjusted to 2004) $99,203 $0 $105,066 $175,770 $380,039 $323,243 Training Costs (not salaries) $1,146 $0 $0 $4,234 $5,380 ><s $25,000 Uniform Allowance $2838 $0 $0 $55 $2,893 0 Totals of Personnel Costs (Actuals 2002) $363,761 $0 $447,548 $660,577 $1,471,886 Totals of Personnel Costs (Adjusted to 2004) $455,400 $0 $561,951 $827,857 $1,845,208 $1,556,923 e.:��v.r:z>., �.w.. a;v .�..:.n�sa�rs:a.' E� a���- :;:rvmaaxe- a�..r..,:.<:saxi:.x:: •_,: a;r:�x�x ; :�z�az:::z:x .. ..��ax..s;.�:;:.:::: �.k..:,N::,��. .. ... ......�.;�:.:� ..< . ..;:x..;.»::. :;,:s;:��;�.' -, .o,.,.,.. ., .<,...�. .,,.... .. ,.. Minimum # of Dispatchers on Duty per Day 3.00 0.00 5.00 6.00 14.00 11.00 IX Total Dispatch Staff - Full -Time FTE 6.00 0.00 5.50 10.00 21.50 "� 17.00 .............. . ... ...... .. .... ......_..__..........._...... ................. _........ ... _.._...._..................... ........_.. ........._ ........_....._..........._ _. . Total Dispatch Staff - Part-Time FTE 0.00 0.00 1.75 0.00 1.75 > J 0.00 .w� Total Supervision/Training Staff - Full -Time FTE 1.00 0.00 0.50 0.50 2.00 - - - - 4 4.00 -- - - - - - - - - - - - - - - - - - - - - - - - -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - Sub -Total Line Dispatch Staff - FTE 7.00 0.00 7.75 10.50 25.25 '• 21.00 --------------------------------------------------------------------- - - - - -- ---- - - - - -- Total Dispatch Mgnt/Admin(iechnical - FTE 0,83 0.00 1.33 1.09 3.25 }1 3.00 Total Authorized Dispatch Staff - FTE 7.83 0.00 9.08 11.59 28.50 24.00 r PSC Alliance, Inc., Copyright, 2004 Table 1 - Revised 9111104 9117104 Table 1 - Personnel Costs and Activity Level Data Four Community Model 4 Community Dispatch Entity Community Brooklyn Center Golden Valley Richfield St. Louis Park CURRENT TOTALS ? PROJECTED TOTALS Service Population 29,172 20,281 34,439 44,126 128,018 § I28,018 .: _... _............_ ...... ......... ...._. .... ... .... • of Total 22.79% 15.84% 26.90% 34.47% 100% ° 100 /o Area Served (square miles) 8.52 10.52 7.00 10.24 36.28 36.28 _ .... ...... ... ......- ...... .. ....._................ .. ... .......... _. ... .... .... _. ....._..._............. .... .............._........ ... _ ... ... ............_ _ .............. ..- • of Total 23.48% 29.00% 19.29 28.22% 100% 100.00% # of Primary LE Agencies Dispatched 1......... _. 0... 1 2 4 4..... ............................ .. ... _.._...... - ..................... .................. ............................... ....._. . ................... ............................... _...... . # of Primary Fire Agencies Dispatched 1 0 1 2 4 4 TotallCRs Processed (2002) 30,315 20,546 6,791 33,800 91,452 91,452 _ ............ ............................... ......- .................... ........ ... ... ....._....._.. _..._ _... .__..._.... f ... LOGIS CAD Activities (2003) 29,790 22,331 34,322 32,203 118,646 118,646 LOGIS Inquiries (2003) 12,686 9,375 4,594 13,492 40,147 40,147 ................... - ..................... ............_.. ............. .................. ............................... ._............. ......... ...- ............. .. ................ ... .............................. Part I /Part II Crime Reports (2002) 3,975 1,757 3,353 3,578 12,663 12,663 . . .... .... .......................... ..... . ...... ............. ................ ............... ........... ......_ .... ...... __ ................... ....._ ......__ ..................... ......_....................._.. .. - .............._ . _......_........... .... ... ...._.._...... ........ .. Total Fire /EMS Runs (2002) 1,054 791 3,201 3,656 8,702 8,702 -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -- - - - - - - - - - - - - - - - , - Sub -Total for all Non -Phone Activities 77,820 54,800 52,261 86,729 271,610 g 271,610 Total 9 -1 -1 Calls 20,405 11,875 15,184 21,110 68,574 68,574 Pli Dispatcher Processed Non 9 -1 -1 /Other Calls 90,000 9,000 ; 90,000 -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Sub -Total for all Phone Activities 20,405 11,875 105,184 21,110 158,574 158,574 Total for 911 Calls & Non -Phone Activity 98,225 I 66,675 67,445 107,839 340,184 h "s 340,184 Cost per 9 -1 -1 Call $22.32 $21.93 Based on $37.01 $25.10 $26.91 $22.70 contract amount Notes: 1. Unless otherwise indicated, all data is for end of year 2002. 2. The cost per call data is based solely upon the total of the adjusted personnel costs except in Golden Valley where it is based on the total payments made for dispatch services by contract in 2002. The figure for St. Louis Park is for all 9 -1 -1 calls handled at that PSAP. 3. 911 call counts reflecting a true split between SLP & GV have been received from the telco switch for June 2004 from Qwest /Intrado. We extrapolated the % split of calls to the whole year in 2002 resulting in these numbers. 4. Clerical support in current environment is factoring in at .25 per city. 11 5. Dispatch management of the current PSAPs is a portion of a person's job in each PSAP community; it is factored at 1/3 FTE in each PSAP city. 6. The technical support component is recommended for maintaining service levels, particularly with 800 MHz and CAD upgrades. This support has been provided by internal IT staff and outside vendors and thus is being factored here as 1/3 FTE per PSAP in current staffing. 7. Benefits for dispatchers, working supervisors and trainers are 26.7% of total wages; for technical staff, admin, and executive benefits are 27% of total wages. B. Call counts for non -911 and other calls received in dispatch have only been available in Richfield. This data would be tracked in a new consolidated center. 9. Data displayed above is primarily provided by the cities. PSC relies on its accuracy and completeness in its work. 10. Dispatcher wages used were $23 per hour for 2080 hours; other position salaries were estimated at levels shown in Table 4. Salary budget for current staffing was computed at the same levels as the proposed salary budget to normalize for economic conditions and comparison. REVISED: 9/11104 dss PSC Alliance, Inc., Copyright, 2004 Table 1 - Revised 9111104 9117104 mmim= mm = M M s == M Table 2 - Operational Costs Four Community Model Community: Brooklyn Center Golden Valley Richfield Current Four Community St Louis Park TOTALS Dispatch Entity PRO3ECrED TOTALS '.� »�:'��'• 'm:.' �:>.�:4 � zM' �'1a'Ati,,s�'.n,+a:,�ri: : f'"" `_: r..;>� w.,,;s_a'rv, ;, �;.�;kr:�x.:.., .. '. Dispatch Selection /Hiring Expenses $1,176 $0 $0 $0 $1,176 $3,000 Electric and Gas Expenses for Dispatch Operations Link $0 $10,500 Link $10,500 $0 Telephone Expenses for Dispatch Operation (Line Chge.; $33,733 $0 $18,000 $22,150 $73,883 $50,000 Telephone Equipment Lease Expenses $15,173 $0 $0 $0 $15,173 $0 Dispatch Center 9 -1 -1 Premise Equipment Expenses $13,800 $0 $21,975 $15,198 $50,973 $28,560 Dispatch Center Radio Equipment Maintenance Expense! $5,991 $0 $11,500 $9,000 $26,491 $15,000 Other Dispatch- related Maintenance Expenses $6,238 $0 $0 $13,000 $19,238 $10,000 CAD /RMS License and Maintenance Fees $105,610 $13,224 $34,000 $46,056 $198,890 $128,280 Dispatch Center Operation Supply Expenses $300 $0 $500 $8,600 $9,400 $9,000 Facility Rental Expenses $0 $0 $0 $0 $0 $90,000 Other Expenses for Dispatch Operation $2,434 $247,177 $0 $5,650 $255,261 $10,000 Rental expenses for space &equipment for back -up PSAP $0 $0 $0 $0 $0 $25,000 _. . TOTALS $184,455 $ 260,40 1 $96,475 $119,654 $660,985 $368,840 Not ..... ............. ... ..... ..........................._. ....... .. ... .... ........... ........._._..._........... i......_........'--_......._...__.....-'. i`__......._.._ .........._....--'--._.._...... ........_._........ ._ __...__...................... _i_. _ ........ ......_..__._. .... _. .. .... ......_..... ........... . ......... .__. . ................ 1. Unless otherwise noted, current separate city data is based on 2002 end of year data provided by the cities. ,2. 9 -1 -1 Premise equipment cur rent charges were trued -up _by Qwest for end of 2003 and projected amount was quoted 3 Facility rental charges fora consolidated center would flow to the host community. .... ..... .... .......... .... ........ .. ..... .. _ ..... _ ............... .... I ... .. .... ....... ................... 4. Golden Valley's contractual agreement for, dispatch with Saint Louis Park $247,177 per year (2002)., This, is counted above within other expenses. REVISED: 9/11/04 rjs _ ............. .......... ........._................_.._ ,. ..... .. _................... ..... ..... ...................,. - .......... .. .. r PSC Alliance, Inc. Table 2 - Revised 9111104 9117104 Table 3A - Expense Sharing for Dispatch Consolidation Four Community Model - 33.33 % - 66.67% Formula 4 Community Dispatch Community /Entity: Brooklyn Center Golden Valley Richfield St. Louis Park TOTALS Entity PROJECTED TOTALS Current d t t (Ad pe E Service Delivery Expenses (Adjusted 004 ....... . .. . .......... ... ... ) ................. 0- Staffing (See Tab I & Tab 4) $455,400 $0 $561,951 $827,857 $1,845,208 $1,556,923 Operating Costs (see Tab 2) $184,455 $260,401 $96,475 $119,654 $660,985 $368,840 .. . .. ..... . . ... ... ......... ... ...... . . . . .. ...... . ....... . .. ..... Current Sub-Totals for Staff & Operating Expenses $639,855 $260,401 $658,426 $947,511 $2,506,193 $1,925,763 Credits for Current Contract Payments Received $0 $0 $0 ($247,177) ($247,177) $0 Current Net Totals for Staff & Operating Expenses $639,855 $260,401 $658,426 $700,334 $2,259,016 $1,925,763 .... ... ....... . .... ... .. .... .... . .. . . ...... . ......... ........ .... .......... . . ........... - . ......... . . ........... ............. $6,398,555 $3,199,277 $1,302,005 $3,292,131 $3,SO1,668 $11,295,0 5 Year Aggregated Net Expenses for Current Operations 10 Year Aggregated Net Expenses for Current Operations $2,604,010 $6,584,262 $7,003,337 $22,590,164 a "M 22 M Projected Expenses for Consolidation 4 Community Dispatch Sharing 100% of the Expenses Equally Brooklyn Center Golden Valley Ric Entity PROJECTED TOTALS Single Year - Expenses Shared Equally $481,441 $481,441 $4 $1,925,763 Five Years - Expenses Shared Equally $2,407,203 $2,407,203 $2,4 $9,628,813 Ten Years - Expenses Shared Equally $4,814,406 $4,814,406 $4,814,406 $4,814,406 $19,257,626 4 Community Dispatch Activity Elements for Cost-Sharing Brooklyn Center Golden Valley Richfield St. Louis Park TOTALS Entity PROJECTED ... ........ - . ... ... ............. ... ... TOTALS LOGIS CAD Events (2003) 29,790 22,331 34,322 32,203 118,646 118,646 ............ . . ...... ....... ......... ...... . . . . .......... ... . .... .. .. .... . .. .... .. ......... .. . .. ... ... .... ... .... . .. .. ... . . ............ . .. .. ................... LoGIS Inquiries (2003) 12,686 1,371 4,594 13,492 40,147 40,147 ....... . ......... .. ............................... . . .. ..... .. . . . ....... Total ICRs (2002) 30,315 20,146 6,791 33,800 91,452 91,452 . ... .................... . .... . ... . ..... ........ . ...... . ... ... ... . .... . ... ... ... ... ........ .... Total 9-1-1 Calls Processed (2002) 20,405 11,875 15,184 21,111 68,574 68,574 .... . . .... I ............. .. ..... ....... ... .. .. ..... .. ... .... ... . .. - ­­.­­ ...... ............ .. . ..... ........... Total Non 9-1-1 Calls Processed (See Note 2) 0 0 0 0 0 0 ..... .. .... .... . ... .. ...... .. . ... . .. ..... Total Other Calls Processed (see Note 2) 0 0 0 0 0 a 0 ................._............. ......._......._I......__..._._ .__... - .............. ...... .......... ... .. . .... .. ..... ...... .. Part I & Part 11 Crime Reports (2002) 3,975 1,757 3,353 3,171 12,663 12,663 ... ....... .. . ........... .... ................ ...... . . T Total Fire/EMS Runs (2002) 1,054 791 3,201 3,656 8,702 8,702 Totals of Activity Elements 98,225 66,675 67,445 107,839 340,184 340,184 Percentage of Total Activity Elements By City 28.87/. 19.60% 19.83 3L70% 100w/o 100.009/o PSC Alliance, Inc. Table 3A - Revised 9111104 9117104 Table 3A - Expense Sharing for Dispatch Consolidation Four Community Model - 33.33% - 66.67% Formula Community/ Entity: Brooklyn Center Golden Valley Richfield St Louis Park PROJECTED 4 Community Dispatch Totals Entit PROJECTED TOTALS Funding Formula for Consolidated Dispatch - "Option A" 33,33M0Pf.t.h,eWt.a.I �.t.willh.e.sliareld e Wong citk�.,66.6 %.w I be shared b�sed q 11 yally a o allpa T po ble factors by city based upon activity. var 33.33% of the Total Cost - Flat Rate Amount for Sharing $641,8S7 66.67% of the Total Cost - Variable Rate Amount by City 7717M $1,283,906 Flat Rate Component of Funding Formula in $$$'s (33.33% Of total) $160,464 $160,464 $160,464 $160,464 $641,857 $641,857 Variable Component of Funding Formula (% by city) 28.87% 19.60% 19.83% 31.70% 100.00% Variable Component of Funding Formula ($$$ by city) $370,716 $251,642 $2S4,548 $407,001 $1,283,906 $1,283,906 Annual Contribution for Consolidated Dispatch by City $531,180 $412,106 $415,012 $567,465 $1,925,763 $1,925,763 Projected Savings Using Funding Formula By City Brooklyn Center Golden Valley Richfield St. Louis Park Projected 4 Community Dispatch (56- N.L1 6) TOTALS Entit PROJECTED TOTALS Single Year Savings $108,675 ($151,705) $243,414 $132,869 $333,254 $333,254 Five Year Savings $543,376 ($758,524) $1,217,072 $664,344 $1,666,269 $1,660,269 . . . ........ --- . .......... Ten Year Savings $1,086,753 ($1,517,047) $2,434,144 $1,328,688 $3,332,538 $3,33ZS38 Notes; ......... ....... . .......... . ....... . ... ...... cqnVa;tppyip ent tq.$t. W..Y94L.PP.e@bQg..eNPerIS95 Ar9k.prol to, be $UZAGIS.Iess. I a cost .s.f o rse.para te � ........................... q ...... ..... - .. ... ...... . ... . . .. - 2. In the future, upon consolidator, we would suggest that these categories be included in expense-sharing computations. They are not included here . ..... .......... . ..-- -- - — I . -111. - --- : - - - "... - - - -.1- . - - I - -- ...... ...... ... ... for the initial computation due to incomplete historical data from cities. ......... .. .. ... ........ . . .. ....... .. ....... . ..... . . ... ........ 3. LoGIS related data was provided by LoGIS forend of yezir 2003. ... ...... . .... ........ ... .. .... .... . .... ... 4. Facility rental charges for a consolidated center would flow to the host community. . ... .. ........ .. ..... ..... . .... .................... ........... 5. Service charges for finance, human resources, etc. would flow to the provider community(s). .......... -- ........ . .... ........ . ..... . . .... ... . .. ..... ... ....... . ........ . . ...... . .. ...... . ... ....... ... . ...... 7NM99 Ill; pf 5ayings for $I,LoWS,.park has bee Q.9gimput usipgthel.r.netexpe .. . . ....... This may be misleading, because If they were not dispatching for Golden Valley, their expenses would likely be more than the net amount. ............ .... . . .......... ...... ...... ..... ........... .. - REVISED: 9/16/04 rJs PSC Alliance, Inc. Table 3A - Revised 9111104 9117104 Table 3B - Expense Sharing for Dispatch Consolidation Four Community Model 40 % -60% formula 4 Community Dispatch Community/Entity: Brooklyn Center Golden Valley Richfield St Louis Park TOTALS Entity PROJECTED TOTALS ' g, Curre Service Delivery (Adjusted to 2004..).- Staffing (see Tab I & Tab 4) $455,400 $0 $561,951 $827,857 $1,845,208 $1,556,923 Operating Costs (see Tab 2) $184,455 $260,401 $96,475 $119,654 $660,985 $368,840 . . ... . ...... Current Sub-Totals for Staff & Operating Expenses $639,855 $268401 $658,426 $947,511 $2,506,193 $1,925,763 Credits for Current Contract Payments Received $0 $0 $0 ($247,177) ($247,177) $0 A Current Net Totals for Staff & Operating Expenses $639,855 $260,401 $658,426 $700,334 $2,259,016 $1,925,763 5 Year Aggregated Net Expenses for Current Operations $3,199,277 $1,302,005 $3,292,131 $3,501,668 $11,295,082 .......................... . ........... ... . . . . ........ .... ............... ........ . .... .. . ... ........ . . ............. . . ....... - - 441 10 Year Aggregated Net Expenses for Current Operations $6,398,555 $2,604,010 $6,584,262 $7,003,337 $22,590,164 1T • Projected Expenses for Consolidation 4 Community Dispatch Sharing 100% of the Expenses Equally Brooklyn Center Golden Valley Richfield Entity PROJECTED TOTALS Single Year - Expenses Shared Equally $481,441 $481,441 $481, 11 $1,925,763 Five Years - Expenses Shared Equally $2,407,203 $2,407,203 $2,407, $9,628,813 Ten Years - Expenses Shared Equally $4,814,406 $4,814,406 $4,814,406 $4,814,406 41, $19,257,626 -Sharing Richfield 4 Community Dispatch Activity Elements for Cost Brooklyn Center Golden Valley St Louis Park TOTALS Entity PROJECTED ............... .... .......... . . . ..... - .. .. ..... . LoGIS CAD Events (2003) 111110 22,331 34,322 32,203 118,646 118,646 .. . .. ...... .. . . . LoGIS Inquiries (2003) 12,686 9,375 4,594 13,492 40,147 40,147 ....... ... . ......... . ... Total ICRs (2002) 30,311 20,546 6,791 33,800..... 91,452 452 . . ......... . . . ...... .......... - ... . . Total 9-1-1 Calls Processed (2002) 20 , 405 11,875 15,184 21,110 68,574 68,574 ......... . .. . - .. .......... ...... ....... . ....... ......... ..... ...... .. .. .... . .......... . . . .... .................. ........ . . . ...... . .... ........ .. . ........ Total Non 9-1-1 Calls Processed (see more 2) 0 0 0 0 0 0 .. . .. ..... - . .... ...... ...... . . ..................... . .... ............. .. ... .. .. ... .. . .... ...... -- . . . ......... ................. . ... .. . . ..... Total Other Calls Processed (See Note 2) 0 0 0 0 0 0 ..... .......................... . .... .. ... . ....... .. .. . . ... ............ . Part I & Part 11 Crime Reports (2002) 3,975 1,717 3,313 3,578 12,663 12,663 �k Total Fire/EMS Runs (2002) 1,054 791 3,201 3,656 8,702 8,702 Totals of Activity Elements 98,225 66,675 67,445 107,839 340,184 r 340,184 Percentage of Total Activity Elements By City 28.87% 19"/o 19.83% 31.70 100.00% 100-009A. PSC Alliance, Inc. Table 3B - Revised 9111104 9117104 Table 3B - Expense Sharing for Dispatch Consolidation Four Community Model - 40 % -60% Formula 4 Community Dispatch Community/ Entity: Brooklyn Center Golden Valley Richfield St. Louis Park PROJECTED Totals Entity PROJECTED TOTALS Funding Formula for Consolidated Dispatch - "Option B" 40%ofthetptaiqstvvillbes rede on 9 / In _gqMly amqah p iticipaingioltie§., _S0 q will be sqeg upon the va,Iable % factors by city based upon activity. 40% of the Total Cost - Flat Rate Amount for Sharing < "K, jj µ $770,305 44U ............ . .. ...... . . ..... 60% of the Total Cost - Variable Rate Amount by City A ;, . 7 '445 A $1,155,458 Flat Rate Component of Funding Formula in $$$'s (40% Of total) $192,576 $192,576 $192,576 $192,576 $770,305 $770,305 Variable Component of Funding Formula (% by city) 28,87% 19.60% 19.83% 31.70% 100.00% Variable Component of Funding Formula ($$$ by city) $333,628 $226,466 $229,081 $366,282 $1,155,458 $1,155,458 Annual Contribution for Consolidated Dispatch by City $526,204 $419,042 $421,6S8 $558A59 $1,95,763 $1,925,763 Projected Savings Using Funding Formula By City Brooklyn Center Golden Valley Richfield St. Louis Park Projected 4 Community Dispatch Entity PROJECTED fie AWe 6) TOTALS TOTALS Single Year Savings $113,651 ($158,641) $236,769 $141,475 $333,254 $333,254 Five Year Savings $568,257 ($793,207) $1,183,843 $707,375 $1,666,269 $1,666,269 ......... .... . ... ... .......... Ten Year Savings $1,136,515 ($1,586,413) $2,367,686 $1,414,751 $3,332,538 $3,332,538 Notes: . .. . ..... . .... ........ . . ....... . .... ....... . ...... ...... .... .... 1, When oidjusteo c . Valle 's q ....Y,_ tra_ _p toSt Louis Pork of Q47,177.per year,, operating "ppqses are projected lobe $127,j" less in,a consoliJa as compared to the operating costs for separate PSAPs. ... . .... . ... I .... ... .... ...... . . ....... . . . . .. . .......................... .. ..... .. . ... .. ................... .... . . . ..... . ...... 2. In the future, upon consolidation, we would suggest that these categories be induced in expense-sharing computations. They are not included here .............. . .. .......... . . - .................. for the initial computation due to incomplete historical data from cities, . ... .... .... ... .. ... _. ........ ... - 3. LoGIS related data was provided by LoGIS forend of year 2003. i .. ... .. .... 4. Facility rental charges for a consolidated center would flow to the host community. ................. .. .. ........... . ... .... ....... . .. .. . ............. . . .. . . .. . ....... .... .. ..... ..... . S. Service charges for finance, human resources, etc. would flow to the provider community(s). . ... . I - . ....... .... ...... . ................ . .. . .. ... ...... .......... . ..... .. . ..... Th0 far ,5t, kqpis has been compytedusikog their net, expenses (minus the TD Val Gold contra uol.amount This may be misleading, because if they were not dispatching for Golden Valley, their expenses would likely be more than the net amount. ..... ................................. . .. . ...... REVISED: 9/16/04 rjs PSC Alliance, Inc. Table 38 - Revised 9111104 9117104 Table 3C - Expense Sharing for Dispatch Consolidation Four Community Model - 50%-50% Split 4 Community Dispatch Community/ Entity: Brooklyn Center Golden Valley Richfield St. Louis Park TOTALS Entity PROJECTED TOTALS Current Service Delivery Expenses (Adjusted to 2004) '" r ', , MI -Lz, Staffing (see Tab i & Tab 4) $455,400 $0 $561,951 $827,857 $1,845,209 $1,554923 Operating Costs (See Tab 2) $184,455 $260,401 $96,475 $119,654 $660,985 $368,M ....... ... ... .. .. ......... ............ ...... - Current Sub-Totals for Staff & Operating Expenses $639A55 $260,401 $658,426 $947,511 $2,506,193 $1,925,763 Credits for Current Contract Payments Received $0 $0 $0 ($247,177) ($247,177) $0 Current Net Totals for Staff & Operating Expenses "Ins $260,401 $658,426 $700,334 $2,259,016 $1,925,763 5 Year Aggregated Net Expenses for Current Operations $3,199,277 $1,302,005 $3,292,131 $3,501,668 $11,295,082 .... .. . .. ...... - ................... . .... . ..... . .............. . 7 4. 10 Year Aggregated Net Expenses for Current Operations $6,398,555 $2,604,010 $6,584,262 $7,003,337 $22,590,164 �--, �pv RIM, "I'eth LY" 4 Communi Dispatch Projected Expenses for Consolidation ' Sharing 100 of the Expenses Equally Brooklyn Center Golden Valley Richfield St. Louis Park � YNi WW % • Entity u PROJE TOTALS CTED Single Year - Expenses Shared Equally $481,441 $481,441 $481,441 $481,441 $1,925,763 • Five Years • Expenses Shared Equally $2,407,203 $2,407,203 $2,407,203 $2,407,20:i $9,628,813 Ten Years - Expenses Shared Equally $4,814,406 $4,814,406 $4,814,406 $4 $19,257,626 4 Community Dispatch Activity Elements for Cost-Sharing Brooklyn Center Golden Valley Richfield St. Louis Park TOTALS Entity PROJECTED TOTALS . . ...... .. . .......................... LoGIS CAD Events (2003) 29,790 , , 22331 34322 32,203 118,646 118,646 . ..... .......... . ... . ..... . ..... LoGIS Inquiries (2003) 12,686 9,375 4,114 13,411 40,147 40,147 .... ... ......... ....... ... .. . Total ICRS (2002) 30,315 20 ' 546 6,791 33,800 91,452 91,452 Total 9-1-1 Calls Processed (2002) 20,405 11,875 15,184 21,110 68,574 68,574 .... . ...... . .... ...... .. ...... .. .............. ...... .. .. ........ .... .... Total Non 9-1-1 Calls Processed (See Note 2) 0 0 0 0 0 0 ............. ...... -.1, ........ .. . . . ..... I -- ....... . . . .... .. Total Other Calls Processed (see Note 2) 0 0 0 0 0 0 . . ......... ....... ... Part I & Part 11 Crime Reports (2002) 3,975 1,757 3,353 3,578 12,663 12,663 Total Fire/EMS Runs (2002) 1,054 791 3,201 3,656 8,702 8,702 Totals of Activity Elements 98,225 66,675 67,445 107,839 340,184 340,164 Percentage of Total Activity Elements By City 28.87 19.60 1933% 31.70% 100.00 100.00 PSC Alliance, Inc. Table 3C - Revised 9111104 9117104 Table 3C - Expense Sharing for Dispatch Consolidation Four Community Model 50 % - 50% Split Community/ Entity: Brooklyn Center Golden Valley Richfield St Louis Park PROJECTED 4 Community Dispatch Totals Entity PROJECTED TOTALS ✓'xX.,.a. ' ,. ,.. . - — • bA»� ,.:.L'..,.� ... ...:.Rk4».m�:XX. ^ � 5Y'wd1: YrArY; •. •: '4 s= ::v:�d. %ia.kS�q% t'• •� Funding Formula for Consolidated Dispatch - "Option C" ,,.. .. .. 50_ /; of the_total mst_will be shan'd egua_I_y among_all participadng,dt,�es 50 %will be shared based ...... ....... .............. b�?kf; �= �'��; � *, ;'�yWi x �xi^.in 'm+' l ' ^a s ; °oaan `� ' � `( x,_•m. upo the Va,%hk, /6 fad n by dty based upon actNit nc... r.srs �. 50% of the Total Cost -Flat Rate Amount for Sharing % ' • ", .;,,a' "<•' ' a r_- . r ` • ' r ' _ ...._....... . "m m " . ....._....... #� $962,881 50% of the Total Cost - Variable Rate Amount by City 7 a z x $%2 Flat Rate Component of Funding Formula in $$$'s (50% Of total) $240,720 $240,720 $240,720 $240,720 $962,881 $962,881 Variable Component of Funding Formula 50% by city) 28.87% 19.60% 19.83% 31.70% 100.00% Variable Component of Funding Formula ($$$ by city) $278,023 $188,722 $190,901 $305,235 $962,881 $962,881 Annual Contribution for Consolidated Dispatch by City $51$743 $429,442 $434622 $545,956 $1,925,763 $1,925,763 .. .... .. .. ::':�,r�..e.�ts�.:z.» =, �„ .Y. °. - 'aaw.• ...a ae. w a.:K, � ....,... ..a :::®+em e..a,�:a -.a Projected Savings Using Funding Formula By City Brooklyn Center Golden Valley Richfield St. Louis Park Projected 4 Community Dispatch ( nb� 6) TOTALS Entity PROJECTED TOTALS Single Year Savings $121,112 ($169,041) $226,805 $154,378 $333,254 $333,254 Five Year Savings $605,560 ($845,205) $1,134,024 $771,890 $1,666,269 - $1,666,269 ... ................. ...... _. ...._. ........ ... .... ... ... .......... ... ........... ... .. ......_ ............._ ..._................. __...................__..... .. ...................... . -.. . .......................... _.................... ................._ ....... _.._............... Ten Year Savings $1,211,120 ($1,690,410) $2,268,047 $1,543,781 $3,332,538 $3,332,538 Notes: ... .............................. .. ................ .... .............................. ... ... .... ...........:......... ............................... _. _. ....... ....................._ 1. When adju„sted,f„or Golden Va Ile y's, contract paym..en.[_to_St,_Louie_Park of _$247,177..per,year,,operating expensgs_are_prolected tQ.be_$127,468 less._In__a consolidated,centeC..... ._ ..._....,,.,,_; as compared to the operating costs for separate PSAPs. ... .. .........................._. ........ ... .. ..........._ ....___._. ............................ .. .)...._.... .. ... ... ......_ ............. ..................... ___.._........_L............... _.._ .. .. .. ........_ ........._.. _._....._.. ............._........ ..._..._ ....... .._....... 2. In the future, upon consolidation, we would suggest that these categories be included in expense- sharing computations. They are not included here ... ..... ....... .............................._ ............... _..............._.. .. .. ........ ..................._.._.............. ...._......................__.. ._........_.. _.................. _......._.._........ ............... ...... .. ...... ................... for the initial computation due to incomplete historical data from cities. .. _ .............._ ..... ......_ _........... .._............................ _...._a._............. _.. ....._....._, . .i . ........ . _....... __........... .....................:....... .. .__....._. _......_..._... 3. LoGIS related data was provided by LoGIS forend of year 2003. ......_.......... .. ...... .. ...._..._......_.__.... ... ........ ....... .. .... ... ........._...t_.. ......... _. ..__.._._..... _. .. .. ...._..... _....... .. .. ......... ... _.. ....... ... ... ..... ..........._.......... _.. _._...1... .... _.._... .. _.........._....._... 4. Faality rental charges for a consolidated center would flow to the host community. .. .................. ... ...............__._._...._..... ...._.... _._. .................. ._._..__...... .... ......................... ................... ..........._......._.....__ . ............... .... ................._ ...... . 5. Service charges for finance, human resources, etc. would Flow to the provider community(s). ............... ... _.................. ....... ...... ... ...._.........._....___........ ._... ._.................. .... ._.._...._...._.._...................._._....._ _.__.._.................._..... _......._..........__. _.........._._......_._....... ................. .........._..............._.... ... „6,.,_The amount of,sayings for $t, Louis Park has, been computed,_u ;ing_their_ net expenses ,(minus the,Golden Valley contractual ,amount) ............. ......................... This may be misleading, because if they were not dispatching for Golden Valley, their expenses would likely be .... __.......... _ ........_.. _..._..._._.._.......... _ . .... . .... . .. .. . ......... ... .. ........ ...................._....... ...._ REVISED: 9/16/04 rJs r PSC Alliance, Inc. Table 3C - Revised 9111104 9117104 Table 3D - Expense Sharing for Dispatch Consolidation Four Community Model - Split by Percentage of Total Activity Elements 4 Community Dispatch Community /Entity: Brooklyn Center Golden Valley Richfield St. Louis Park TOTALS Entity PROJECTED TOTALS -*u z Current Service Delivery Expenses (Adjusted to 2004) Staffing (See Tab I & Tab 4) $455,400 $0 $561,951 $827,857 $1,845,208 .. $1 . ,556,923 OperatAng Costs (see Tab 2) $184,455 $260,401 $96,475 $119,654 $660,985 $368,840 Current Sub-Totals for Staff & Operating Expenses $639,855 $260,402 $658,426 $947,511 $2,506,193 $1,925,763 Credits for Current Contract Payments Received $0 $0 $0 ($247,177) ($247,177) $0 Current Net Totals for Staff & Operating Expenses $639,855 $260,401 $658,426 $700,334 $2,259,016 $1,925,763 I Year Aggregated Net Expenses for Current Operations $3,199,277 $1,302,005 $3,292,131 $3,501,668 $11,295,082 10 Year Aggregated Net Expenses for Current Operations $6,398,555 $2,604,010 $6,584,262 $7,003,337 $22,590,164 ' m 4 ° Community Dispatch Activity Elements for Cost-Sharing Brooklyn Center Golden Valley Richfield St. Louis Park TOTALS Entity PRO ECTED TOTALS LoGIS CAD Events (2003) 29,790 22,331 34,322 32,203 118,646 111%646 ....... ............................... ... ...... . ....... ...... .. LoGIS Inquiries (2003) 12,686 9,375 4,594 13,492 40,147 40,147 Total ICRs (2002) 30,315 20,546 6,791 33,800 91,452 91,452 Total 9-1-1 Calls Processed (2002) 20,405 11,875 15,184 21,110 68,574 68,574 Total Non 9-1-1 Calls Processed (see Note 2) 0 0 0 0 0 0 . .. ........ - - . ..... . Total Other Calls Processed (see Note 2) 0 0 0 0 0 0 Part I & Part II Crime Reports (2002) 3,975 1,757 3,353 3,578 12,663 IZ663 ............ ...... ..... . . . .. ..... ..... . . . . ... . . .......... ...... . . ....... . . . . . . ........ - Total Fire/EMS Runs (2002) 1,054 791 3,201 3,656 8,702 8,702 Totals of Activity Elements 98,225 66,675 67A45 107,839 30,184 340,184 Percentage of Total Activity Elements By City 2897% 19.60% 19.83% 31.700/o 100.000/6 100.00% Annual Contribution for Consolidated Dispatch by City $556,046 $377,443 $38:1,802 $610,471 $1,925,763 $1,925,763 Funding Formula for Consolidated Dispatch - "Option D" 100% of the total cost will be shared among all participaWV cities according to the Percentage of activity elements. 'k 4 Community Dispatch Projected Savings Using Funding Formula By City Brooklyn Center Golden Valley Richfield St. Louis Park Projected ; - (See Note 6) , Entit PROJECTED TOTALS TOTALS Single Year Savings $83,809 ($117,042) $276,624 $89,863 $333,254 $333,254 Five Year Savings $419,046 ($585,212) $1,383,119 $449,316 $1,666,269 $1,666,269 Ten Year Savings $838,093 ($1,170,424) $2,766,239 $898,631 $3,332,538 $3,332,538 . Notes: . ...... . ... ...... .... . ......... ... . .. . ........... . . 1. When adjusted for Golden Valley's contract payment to St. Louis Park of $247,177 per year, operating expenses are projected to be $127,468 less In a consolidated center, as compared to the operating costs for separate PSAPs. .......... . .. . ........ . .. .... 2 In the future, upon consolidation, we would suggest that these categories be included in, expense- sharing computations. They are not included here for the Initial computation due to incomplete historical data from cities. 3. LoGIS related data was provided by LoGIS for end of year 2003. T 4. Facility rental charges for a consolidated center would flow to the host community. S. Service charges for finance, human resources, etc. would flow to the provider community(s). .6. The amount of $aviqgs . fiXS1; + ._Lqitis Park, been computed using thpir net expens ny$ the g0ki contractual amount). .......... ............. .. _es . ..... This may be misleading, because If they were not dispatching for Golden Valley, their expenses would likely be more than the net amount. REVISED: 9/16/04 rjs PSC Alliance, Inc. Table 3D - Revised 9116104 9117104 Table 3E - Expense Sharing for Dispatch Consolidation Four Community Model - Split Equally By Participating Cities 4 Community Dispatch Community/ Entity: Brooklyn Center Golden Valley Richfield St Louis Park TOTALS Entity PROJECTED TOTALS Current Service Delivery Expenses (Adjusted to 2004) , ;•. y,,. #�Vs. - A , Staffing (See Tab I &Tab 4 ) $455,400 $0 $561,951 $827,857 $1,845,208 ;1,556,923 ...._ ...... ......... ...................._...._............._... ............._... ..... ......... _ _ .._............._................. .........................._.... ....__.. .... ... ....._ .. Operating Costs (See Tab 2) $184,455 $260,401 $96,475 $119,654 ;660,985 ;368,840 Current Sub- Totals for Staff& Operating Expenses $639,855 $260,401 $658,426 $947,511 $2,506,193 $1,925,763 Credits for Current Contract Payments Received $0 $0 $0 ($247,177) ($247,177 $0 i Current Net Totals for Staff& Operating Expenses $639,855 $260,401 $658,426 $700,334 $2,259,016 $1,925,763 5 Year Aggregated Net Expenses for Current Operations $3,199,277 1,302,005 - � � 1,29 T• �`. � _ $ $3,292,131 $3,501,666 $15,082 10 Year Aggregated Net Expenses for Current Operations $6,398,555 $2,604,010 $6,584,262 $7,003,337 $22,590,164 Z.,s ��r;a�r Via. =. _ ::.. .r:�,.�.:_.:,.€a.�R� "° �` �. � ...,.. .,.. .,�> -_..�. Projected Expenses for Consolidation •` ' . .�;,, - 4 community Dispatch Sharing 100% of the Expenses Equall y Brooklyn Center Golden Valley Richfield St Louis Park •� " Entity PROTECTED •, °' "•• "' TOTALS Single Year - Expenses Shared Equally $481,441 $481,441 $481,441 $481,441 as $1,925,763 Five Years - Expenses Shared Equally $2,407,203 $2,407,203 $2,407,203 $2,407,203 T ,_' $9,628,813 Ten Years - Expenses Shared Equally --� a q Y $4,814,406 $4,814,406 $4,814,406 $4,814,406 ,, . ` i , •' = „ ;,,•,�,,,. - ;19,257,626 Funding Formula for Consolidated Dispatch - "Option E" 100% of the total operating cost will be shared equally among all partxlpaiing titles. , '„ •<w»,r;�;;�.. .:;,.;s..a.,...Mar+:ea.x ...........::. „,.:..µ <..«„_. as .M .. � c«, ..�. - Projected Savings Using Funding Formula By City Brooklyn Center Golden Valley Richfield St Louis Park Projected 4 Community Dispatch ( more S) TOTALS Entity PROJECTED TOTALS Single Year Savings $158,415 ($221,040) $176,986 $218,893 $333,254 $333,254 Five Year Savings $792,074 ($1,105,198) $884,928 $1,094,465 $1,666,269 $1,666,269 Ten Year Savings $1,584,148 ($2,210,396) $1,769,856 $2,188,930 $3,332,538 ;3,332,538 Notes: ........................................................ ............................... .... .... _ ............ .___.._...._.... .... ......._ . ...... _... . ......... ._..__._.... ....__. ..........._........_........ .. i.� i 1. When adjusted for Golden Valley's contract payment to_St,_Louis Park of $247,177_per year, operating_expenses are projected to be $127,46.0. less In a,wnsoliiated center as compared to the operating costs for separate PSAPs.” 2. LoGIS related data was provided by LoGIS for end of year 2003. 3. Facility rental charges for a consolidated center would Flow to the host community. 4. Service charges for finance, human resources, etc. would flow to the provider community(s). ; 5. The amount of savings_for St. Louis Park has been computed using their net expenses (minus the Golden Valley contractual amount),. -; This may be misleading, because if they were not dispatching for Golden Valley, their expenses would likely be more than the net amount. REVISED: 9/16/04 r}s i - PSC Alliance, Inc. Table 3E - Revised 9116104 9117104 Table 4 - Staffing Data Four Community Model Current Current Proposed Staffing Data Note Authorized Four-City Net Change Staffing Salary Proposed Four-City Salary Savings By Tide References Staffing Staffing 4 City PSAP Budget Salary Budget in Four City Model (See Note 1) A X, N� Position Titles Salary Per Title AN Dispatcher $47,840 1 23.25 17.00 (6.25) $1,112,280 $813,280 $299,000 Overtime Wages $47,840 1 0.00 0.00 0.00 $31,666 $10,000 $21,666 Working Supervisor $52,600 1 2.00 3.00 1.00 $105,200 $157,800 ($52,600) I. Technical Resource $51,000 1,2 1.00 1.00 0.00 $51,000 $51,000 $0 - ........... . . .. ........ ........... ....... .. .................. . ..... . ..... ........ . . . . . ....... .... . .. . ............... ..... . ...... . . ............ . ... . . . ..... .... Training/Relief Supervisor $52,600 1 0.00 1.00 1.00 $0 $52,600 ($52,600) Dispatch Management $85,000 1,3 1.50 1.00 (0.50) $127,500 $85,000 $42,500 .. ......... -- ........... .. .. ........ ...... . ...... .... ........ .. . . ........ Administrative Support $39,000 1,3,4 0.75 1.00 0.25 $29,250 $39,000 ($9,750) TOTALS 28.50 24.00 (4.50) $1,456,896 $1,208,680 $248,216 , M R& = -1- A- 4-11 M Notes: 1. Dispatcher wages used were $23 per hour for 2080 hours; other position salaries were estimated at shown. Salary budget for current staffing was computed at the same levels as the proposed salary budget to normalize for economic conditions and comparison. 2. The echnical supp e e� q cqmponent, is recommended for, maintaining service levels, particularly with 80 MHz and CAD upgrades. This support 4s been provided vendors and thus is being factored here as 1/3 IFTE per PSAP in current ra t .. st 3. Dispatch management of the current PSAPs is a portion of a person's job in each PSAP community; it is factored at 1/3 FrE in each PSAP city,. 4. Clerical support in current environment is factored in at .25 per city. REVISED: 8/12/04 r) Reviewed; no revisions: 9/11/04 rjs i PSC Alliance, Inc. Table 4 - Reviewed 9111104 9117104 Table 5- Activity Factors for Dispatch Consolidation Four Community Model . . ........... . 4 Community Activity Elements for Cost-Sharing Brooklyn Center Golden Valley Richfield St. Louis Park TOTALS Dispatch Entity PROJECTED TOTALS LOGIS CAD Events (2003) 29,790 22,331 34,322 32,203 118,646 118,646 LoGIS Inquiries (2003) 12,686 9,375 4,594 13,492 40,147 40,147 Total ICRs (2002) 30,315 20,546 6,791 33,800 91,452 91,452 Total 9-1-1 Calls Processed (2002) 20,405 11,875 15,184 21,110 68,574 68,574 Total Non 9-1-1 Calls Processed (sei mote 2) 0 0 0 0 0 0 Total Other Calls Processed (see Note 2) 0 0 0 0 0 0 Part I & Part II Crime Reports (2002) 3,975 1,757 3,353 3,578 12,663 I2,663 .... .. .. ... -.- .......... Total Fire/EMS Runs (2002) 1,054 791 3,201 3,656 8,702 8,702 Totals of Activity Elements 98,225 66,675 67,445 107,839 340,184 340,184 Percentage of Total Activity Elements By City 28.87% 19.60% 19.83% 31.709% 100.00o/. 100.00% Not..: ..... .. ... - - ... ........... .... .. .. ... .... . ... .1. These actNltv w ould l bei�is a sqarrng. . . . . . ....... . ... ...... . 2. in the future, upon otinsolidation, � wouldsuggest that these categories be included in exp�e,shadng computpoom. They are not inducled heiie for the Initial pqrnpu que,kil incgmplete hism ngl data firm citi .. ... ... . . ..... . .... . . . ... .. I, LOGLS related data was provided by LOGIS for end of year 2003. ... ... .. .. . ..... .. . ...... - .... ... ... . ...... ..... ....... _ ._..........._. ...................._ . ................ .. .... . . . ....... - . . . . . .......... . ..... . . ..... ........ Updated. 9114104 - r$ PSC Alliance, Inc. Table 5 9117104 Table 6 - Summary Comparison Of Financials By Option Four City Model - Comparison of Expense Sharing By Option With Budget Inflows Four City Dispatch Comparison Brooklyn Richfield Saint Louis Golden Valley Four City Operational Expenses Center PSAP PSAP Park PSAP (No PSAP) Totals Local Dispatch Expense per Year (2002, adjusted to 2004) $639,855 $658,426 $700,334 $260,401 $2,259,016 Local Dispatch Plus Metro Radio (2002, adjusted to 2004) $1,385,955 $658,426 $1,446,434 $0 $3,490,815 w; «�.,g , . -fit ,c y,. .... •'- t _..' '. �:...c, :,' ::.�. .5:... ,.... .. ,.,,, Hennepin County Sheriffs Radio Option $190,000 $62,000 $178,000 $0 $430,000 . t Four City Consolidated Dispatch $1,92S,763 n u Total Annual Operating Expenses of ''y° y" fs �, �� £ r "`<e �, < •, x�, x o A nn al Operating Expo ses of Expense Sharing Option "A" (33.33 %/ 66.67 %) $531,180 $415,012 $567,465 $412,106 $1,925,763 Expense Sharing Option "B" (40 % / 60 %) $526,204 $421,658 $558,859 $419,042 $1,925,763 Expense Sharing Option "C" (50 %/ 50 %) $518,743 $431,622 $545,956 $429,442 $1,925,763 Expense Sharing Option "D" (Based only on activity) $555,968 $381,879 $610,467 $377,450 $1,925,763 Expense Sharing Option "E" (Based on equal shares) $481,441 $481,441 $481,441 $481,441 $1,925,763 L:, ra,.C2z`,.>a'..,< . .,n.A,.�33Y�•.f�. � . ... - ,.. ., �: �'._e,;,ia'.•.:... •�,; % of Total Population 22.79% 26.90% 34.47% 15.84% 100.00% % of Total Square Miles of the four cities 23.48% 19.29% 28.22% 29.00% 99.99% % of Total Activity Numbers of the four cities 28.87% 19.83% 31.70% 19.60% 100.00% Budget Impact for Desk Coverage $190,000 $0 $116,000 $0 $306,000 Inflows By City Dispatch Services to Brooklyn Center (see note 1) $0 $200,000 $0 $0 a a � > 8 Dispatch Services to Golden Valley (see note z) $0 $0 $275,000 $0 Back -up PSAP Facility Rental (see note 3) $0 $25,000 $0 $0 Primary PSAP Facility Rental (see note 4) $90,000 $0 $0 $0r�, Total Inflows $90,000 $225,000 $275,000 $0 NOTES: 1. Richfield would provide dispatch services to Brooklyn Center while the consolidated PSAP was being built; this amount is an estimate. 2. St. Louis Park would continue to provide dispatch services to Golden Valley while the consolidated PSAP was being built; the amount is an estimate. 3. Richfield would be compensated annually by the joint powers entity for the use of their Metro Radio-equipped PSAP as a back -up facility. 4. Brooklyn Center would be compensated annually by the joint powers entity for facility rental for the primary PSAP /dispatch center. 5. Richfield is operational on Metro Radio (800 MHz), r updated 9- 14.04/rls PSCAlllance, Inc., Capynght 2004 9117104 Table 6 1 Table 6 - Summary Comparison Of Financials By Option Four City Model - Comparison of Expense Sharing By Option With Budget Inflows Four City Dispatch Comparison Brooklyn Richfield Saint Louis Golden Valley Four City Operational Expenses Center PSAP PSAP Park PSAP (No PSAP) Totals Local Dispatch Expense per Year (2002, adjusted to 2004) $639,855 $658,426 $700,334 $260,401 $2,259,016 Local Dispatch Plus Metro Radio (2002, adjusted to 2004) $1,385,955 $658,426 $1,446,434 $0 $3,490,815 Hennepin County Sheriffs Radio Option $190,000 $62,000 $178,000 $0 $430,000 R «^*' : �.. ,. :.,� >.::•.� "a -: > ... r. , F�.; -' .?fi �?�r.• -- ... ,.. ,.,.. . Four City Consolidated Dispatch Total Annual Operating Expenses of $1,92S,763 " s � n ...._.. .,.> „core ta-s . .�...;,...,,.- rr -.�•- -.' ,.-- ✓seer .., -- ,,,,,Szmn . +•-. <.. t*+ ram• , r ,,., +�.r .�...r Expense Sharing Option "A" (33.33 %/ 66.67 %) $531,180 $415,012 $567,465 $412,106 $1,925,763 Expense Sharing Option "B" (40 %/ 60 %) $526,204 $421,658 $558,859 $419,042 $1,925,763 Expense Sharing Option "C" (50 % / 50 ° /b) $518,743 $431,622 $545,956 $429,442 $1,925,763 Expense Sharing Option "D" (Based only on activity) $555,968 $381,879 $610,467 $377,450 $1,925,763 Expense Sharing Option "E" (Based on equal shares) $481,441 $481,441 $481,441 $481,441 $1,925,763 Budget Impact for Desk Coverage $190,000 $0 $116,000 $0 $306,000 % of Total Population 22.79% 26.90% 34.47% 15.84% 100.00% % of Total Square Miles of the four cities 23.48% 19.29% 28.22% 29.00% 99.99% % of Total Activity Numbers of the four cities 28.87% 19.83% 31.70% 19.60% 100.00% Inflows By City £, a Dispatch Services to Brooklyn Center see note 1 ' P Y ( ) $0 TBD $0 $0 aid. Dispatch Services to Golden Valley (see note 2) $0 $0 $275,000 $0'g ' • ; ' �' =,." Back -up PSAP Facility Rental (see note 3) $0 $25,000 $0 $0 Primary PSAP Facility Rental (see note 4) $90,000 $0 $0 $0 Total Inflows $90,000 TBD $275,000 NOTES: 1. Richfield would provide dispatch services to Brooklyn Center while the consolidated PSAP was being built; this amount is to be determined by the parties, 2. St. Louis Park would continue to provide dispatch services to Golden Valley while the consolidated PSAP was being built; the amount is an estimate. 3. Richfield would be compensated annually by the joint powers entity for the use of their Metro Radio - equipped PSAP as a back -up facility. 4. Brooklyn Center would be compensated annually by the joint powers entity for facility rental for the primary PSAP /dispatch center. 5. Richfield is operational on Metro Radio (800 MHz). t Updated 9- 14-04 /rJs PSCA/hance, Inc., Copyright 2004 W 9117104 Table 6 1 Table 7A - Brooklyn Center Financial Overview Comparison of FInancials By Dispatch Strategy Option - Brooklyn Center Current Local Hennepin Dispatch Enhanced 4 City Dispatch County City of Brooklyn Center P Local Dispatch Plan Brooklyn Center (see note 2) (see note 3) Dispatch Plan (see note 1) (Brooklyn Center's Costs) Dispatch Expense per Year $639,855 $2,259,016 $1,925,763 $0 CSO Expenses $0 $0 $284,000 $190,000 Crime Analyst $0 $0 $0 $0 Records Clerk $0 $0 $22,000 $0 Sub -Total - Operating Expenses $639,855 $2,259,016 $2,231,763 $190,000 Stranded Local Investment(s) $0 $0 $0 (see note 5) Total - Operating Expenses $639,855 $2,259,016 $2,231,763 $190,000 - .3i r. . >, m .�, ..' — ._ " . .� „ °, r .:..':,' _ �.'Z... - d;v��. zf �n;.� • ,n� , y , ,. : . a., . S; :<w„t! Capital Expenses - Metro Radio (see note 4) $0 $1,492,200 $746,100 $0 Capital Expenses - Construction & Equipment $0 $98,000 $653,900 $0 Mobile Data Terminals $0 $0 $0 $18,750 Timing Costs N/A $0 $0 (see note 6) Sub -Total - Capital Expenses $0 $1,590,200 $1,400,000 $18,750 Total - All Expenses $639,855 I $3,849,216 1 $3,631,763 $208,750 Municipal Revenue - Inflows:- '' •• ^ry fr = n Dispatching Services /Management $0 $0 $0 $0 Primary PSAP Facility Rental $0 $0 $90,000 $0 Total Inflows - Year One $0 $0 $90,000 $0 Note 1: The dispatch cost for Brooklyn Center Is $639,855 per year (adjusted to 2004 and based on 2002 data). Note 2: The costs Identified here are the total costs for the 3 current PSAPs as a whole Including the costs for St. Louis Park & Brooklyn Center PSAPS to Implement Metro 800MHz. Note 3: The costs identified here for the 4 city dispatch plan are the total costs for the cities as a whole. There are various options for sharing the expenses that are in the report. Note 4: Capital expenses for Metro Radio do not include subscriber radio equipment; It is intended to reflect the fixed costs for a dispatch center to conned & dispatch. Richfield has already gone "live" on Metro Radio. Note 5: There will be some amount of stranded investment, as well as some contractual buyouts if dispatch transitions to the county. The extent is being researched. r Note 6: Transiboning to county dispatch will take roughly 12 months, There are various timing - associated expenses that would likely occur, particularly for staff expenses. More research and analysis would be required to properly estimate these expenses. PSC Alliance, Inc., Copyright 2004 Table 7A 9118104 Table 7B - Golden Valley FInancial Overview Comparison of Financials By Dispatch Strategy Option - Golden Valley Current Local Enhanced 4 City Dispatch a: Hennepin County City of Golden Valley Dispatch Local Dispatch Plan Dispatch Plan Golden Valley (see note 3) (see note 4) (Golden Valley's Costs) (see notes 1 & 2) Dispatch Expense per Year $260,401 $2,259,016 $1,925,763 $0 CSOs Expenses $0 $0 $284,000 $0 Crime Analyst $0 $0 $0 $0 Records Clerk $0 $0 $22,000 $0 Sub -Total - Operating Expenses $260,401 $2,259,016 $2,231,763 $0 Stranded Local Investment(s) $0 $0 $0 (see note 6) Total - Operating Expenses $260,401 $2,259,016 ' $2,231,763 :a $0 .. „� � s�•; a, �.>; r �• �� .2"Y�- ;a+�� . ,, :r:c� ^a.. H . ., , � u ' .. .•: n;, r`•s°.��:_ %a::'s :s= �:�':.• _.. :,. ; ;a,.a�`. •� -.,:,: v,'i. ,'{ • Capital Expenses - Metro Radio (see note 4)^ ., $0 $1,492,200 T $746,100 ' , $0' Capital Expenses - Construction & Equipment $0 $98,000 $653,900 [[ $0 Mobile Data Terminals $0 $0 $0, $18,750 Timing Costs N/A $0 $0 b (see note 7) Sub -Total - Capital Expenses $0 $1,590,200 $1,400,000 $18,750 ..•'.. st ,,, ,..,.r''.a »i + - ".'. gbh <tsxxe.v..,f,,. ,,..; ,,.,� „; ..-�; s;•s, .. ,,,...,,_ _ :.. ..., .;, Total - All Expenses $260,401 T $3,849,216 $3,631,763 $18,750 Municipal Revenue - Inflows $0 I $0 $0 ;; $0 Note 1: The dispatch cost for Golden Valley was $260,401 of which they paid $247,177 to Saint Louis Park for dispatch services (2002 data). Note 2: Based upon the level of service that is received and the % of total activity, Golden Valley should be paying roughly $300K for services today, not including any capital costs for the operation in Saint Louis Park. Note 3: Enhanced local dispatch refers to local dispatching as it is today with Metro Radio improvements added for PSAPs in Brooklyn Center & St. Louis Park. Note 4: The costs Identified here for the 4 city dispatch plan are the total costs for the cities as a whole. There are various options for sharing the expenses that are in the report. Note 5: Capital expenses for Metro Radio do not Include subscriber radio equipment; it is intended to reflect the fixed costs for a dispatch center to conned & dispatch. Note 6: There will be some amount of stranded investment, as well as some contractual buyouts if dispatch transitions. to the county. The extent is being researched. r Note 7: Transidoning to county dispatch will take roughly 12 months. There are various timing - associated expenses that would likely occur, particularly for staff expenses. More research and analysis would be required to properly estimate these expenses. PSC Alliance, Inc., Copyright, 2004 Table 78 9118104 Table 7C - Richfield Financial Overview Comparison of Financials By Dispatch Strategy Option - Richfield Current Local Hennepin Enhanced 4 City Dispatch County City of Richfield Dispatch Local Dispatch Plan Totals Richfield (see note 2) (see note 3) Dispatch Plan (see note 1) (Richfield's Costs) Dispatch Expense per Year $658,426 $2,259,016 $1,925,763 $0 s CSO Expenses $0 $0 $284,000 $0 Crime Analyst $0 $0 $0 $62,000 Records Clerk $0 $0 $22,000 $0 r. Sub -Total - Operating Expenses $658,426 $2,259,016 $2,231,763 $62,000 Stranded Local Investment(s) $0 $0 $0 (see note 5) Total - Operating Expenses $658,426 $2,259,016 $2,231,763 $62,000 Capital Expenses - Metro Radio (see note 4) $0 $1,492,200 $746,100 $0 Capital Expenses - Construction & Equipment $0 $98,000 $653,900 �i $0 Mobile Data Terminals $0 $0 $0 $18,750 Timing Costs N/A $0 $0 (see note 6) Sub -Total - Capital Expenses $0 $1,590,200 $1,400,000 $18,750 ,. ... ,., �a , ���,•�; -, • «,'fi ::at:�w,:;'•:.,n•�: e <sS�; ::e;r r r:; ^r.,••., .±r� 4:2's> `. ;., °o .�"*ew'; i:.< �5: �' �s�'' ri�':r:�'�.. < , " - 'aa ° r;; >i.. •:� Total Outflows - All Expenses $658,426 $3,849,216 $3,631,763 $80,750 Municipal Revenue - Inflows y " Dispatching Services /Management $0 $0 $200,000 $0 (for Brooklyn Center) Back -up PSAP Facility Rental $0 $0 $25,000 $0 Total Inflows - Year One $0 $0 $225,000 $0 `Sake»; g,. :Sr'S' ?f,'k''.. �, r , =•�"" >"5wa ^. .• m; T „ ^� ..;�,✓e14 ?."�ov!aKrG,:rm ,.... .. .. i. .., ^ . ,a,asa _ < ,...� ' Note 1: The dispatch cost for Richfield is $658,426 (ad)usted to 2004 from 2002 data). n > Note 2: The costs identified here are for the three PSAPs as a whole, including the Implementation of Metro 800 MHz in St. Louis Park & Brooklyn Center. Note 3: The costs identified here for the 4 city dispatch plan are the total casts for the titles as a whole. There are various options for sharing the expenses that are in the report. Note 4: Capital expenses for Metro Radio do not include subscriber radio equipment; it is intended to reflect the fixed costs for a dispatch center to connect & dispatch. Richfield has already gone "live” on Metro Radio. r Note 5: There will be some amount of stranded Investment, as well as some contractual buyouts if dispatch transitions to the county. The extent is being researched. Note 6: Transitioning to county dispatch will take roughly 12 months. There are various timing- associated expenses that would likely occur, particularly for staff expenses. More research and analysis would be required to properly estimate these expenses. PSCAlliance, Inc., Copyright 2004 Table 7C 9118104 Table 7C - Richfield Financial Overview Comparison of Financials By Dispatch Strategy Option - Richfield Current Local Hennepin City of Richfield Dispatch Enhanced 4 City Dispatch County Richfield Local Dispatch Plan Totals Dispatch Plan (see note 2) (see note 3) p (see note 1) (Richfield's Costs) Dispatch Expense per Year $658,426 $2,259,016 $1,925,763 Y $0 CSO Expenses $0 $0 $284,000 $0 Crime Analyst $0 $0 $0 $62,000 Records Clerk $0 $0 $22,000 $0 f. Sub -Total - Operating Expenses $658,426 $2,259,016 $2,231,763 $62,000 Stranded Local Investment(s) $0 $0 $0 (see note 5) Total - Operating Expenses $658,426 $2,259,016 $2,231,763 $62,000 .a..'.•••':wpx<_ ^ ..'�'•:, :.,:: ^,.,. a!'s'.•a'.� ' •.'a` .;'ta<^ -r?.. k;�a,F c , :���'k "..t' " - ..` >� .. .z=,. .;,•<: �u • ' Capital Expenses - Metro Radio (see note 4) $0 $1,492,200 $746,100 $0 Capital Expenses - Construction & Equipment $0 $98,000 $653,900 $0 Mobile Data Terminals $0 $0 $0 $18,750 Timing Costs ++ N/A $0 $0 (see note 6) Sub -Total - Capital Expenses I $0 $1,590,200 $1,400,000 $18,750 Total Outflows - All Expenses $658,426 I $3,849,216 $3,631,763 $80,750 Municipal Revenue -Inflows ; "1 Dispatching Services /Management $0 $0 TBD (for Brooklyn Center) $0 Back -up PSAP Facility Rental $0 $0 $25,000 $0 �a. Total Inflows - Year One I $0 $0 I TBD $0 Note 1: The dispatch cost for Richfield Is $658,426 (adjusted to 2004 from 2002 data). Note 2: The costs identified here are for the three PSAPS as a whole, including the Implementation of Metro 600 MHz in St. Louis Park & Brooklyn Center. Note 3: The costs Identified here for the 4 city dispatch plan are the total costs for the cities as a whole. There are various options for sharing the expenses that are In the report. Note 4: Capital expenses for Metro Radio do not Include subscriber radio equipment; it is intended to reflect the fixed costs for a dispatch center to connect & dispatch. Richfield has already gone "live" on Metro Radio. M Note 5: There will be some amount of stranded investment, as well as some contractual buyouts if dispatch transitions to the county. The extent Is being researched. Note 6: Transltloning to county dispatch will take roughly 12 months. Thee are various timing- associated expenses that would likely occur, particularly for staff expenses. More research and analysis would be required to properly estimate these expenses. PSC Alliance, Inc., Copyright, 2004 Table 7C 9118104 Table 7D - St. Louis Park Financial Overview Comparison of Financials By Dispatch Strategy Option - Saint Louis Park _ .. Current Local Enhanced Local 4 City Dispatch v Hennepin County City of Saint Louis Park Dispatch Dispatch Plan Totals a Dispatch Plan Sai Louis ®e note Park (Qee note 2) (see note 3) �!¢ (St. Louis Park's Costs) Dispatch Expense per Year $700,334 $2,259,016 $1,925,763 $0 CSO Expenses $0 $0 $284,000 $94,000 Crime Analyst $0 $0 $0 $62,000 Records Clerk $0 $0 $22,000 $22,000 �i Sub -Total - Operating Expenses $700,334 $2,259,016 $2,231,763 $178,000 Stranded Local Investment(s) $0 $0 $0 (see note 5) Total - Operating Expenses $700,334 $2,259,016 $2,231,763 g $178,000 _�"° w ' ",3.N. d:; > = ,^�- , ' °��' ^=',' : ..•'f;<:x� ° : , " ,� ^+ ; 5 .�£a�`'ewsrm.'" w1 _y: i'%: e r ,; t * bIF,$:; 3 ✓: ^• ,� .. , Capital Expenses - Metro Radio (see note 4) $746,100 $1,492,200 $746,100 $0 Capital Expenses - Construction & Equipment $74,000 $98,000 $653,900 $0 Mobile Data Terminals $0 $0 $0 $18,750 Timing Costs N/A $0 $0 (see note 6) Sub -Total - Capital Expenses $820,100 $1,590,200 $1,400,000 $18,750 Total - All Expenses $1,520,434 I $3,849,216 $3,631,763 $196,750 Municipal Revenue - Inflows Dispatching Services /Management $0 $0 $275,000 4 1 $0 (for Golden Valley) $0 $0 $0 $0 Total Inflows - Year One $0 $0 $275,000 $0 Note 1; The dispatch cost for Saint Louis Park is $947,511; when adjusted for Golden Valley's payment for service of $247,177, the net is $700,334 (adjusted to 2004 from 2002 data). Note 2: Enhanced local dispatch refers to local dispatching as R is today with Metro Radio improvements added for PSAPs in Brooklyn Center & St. Louis Park. Note 3: The costs identified here for the 4 city dispatch plan are the total costs for the cities as a whole. There are various options for sharing the expenses that are in the report. Note 4: Capital expenses for Metro Radio do not include subscriber radio equipment; it is intended to reflect the fixed costs for a dispatch center to connect & dispatch. Note 5: There will be some amount of stranded investment, as well as some contractual buyouts If dispatch transitions to the county. The extent is being researched. Note 6: Transitiomng to county dispatch will take roughly 12 months. There are various timing - associated expenses that would likely occur, particularly for staff expenses. More research and analysis would be required to properly estimate these expenses. PSCAlliance, Inc., Copyright 2004 Table 7D 9118104 Table 8 - Base Comparison of Dispatch Models Comparisons of Dispatch Models on Key Criteria Description of Current Dispatch Consolidated Joint Powers Hennepin County Sheriffs Radio Parameter Four City Plan .«. «,,.aa...«.: •a >: r ... ;..ov��;x.., wuw.;^r�s. <w •a.,z.. .. ......� ,.... «m. c.�.;:.e ,., .:.z.a...,,�,,,_ ,,..,..,. ,... .. ..�:..,.. , «. ... ..._�.,,.,x..��a:�raa» a.zH,,. .. r.. . >,., ... ,.,..... All participating cities would own the dispatch entity in equal shares under a All participants are clients of the Hennepin County joint powers agreement. The cities Sheriffs Office (HCSO) Radio System. The cities have would manage the entity by a Board of no ownership or policy - making power or authority Brooklyn Center, Richfield & St. Louis Directors made up of the city under law or regulation. HCSO Radio has a vendor - Park manage their own PSAP. Golden managers. There would also be a user client relationship with participating agencies and has Valley contracts with St. Louis Park committee structure in place for fire a user advisory board, but not all participants are Governance and they have a vendor - client and police agency inputs relative to members of the advisory body and the advisory body relationship. All three PSAPs are procedures and performance. has no authority to leverage procedural changes. managed by the police department Accountability to the local elected Accountability to an elected official would be function and the fire departments are officials would be assured by the established via the chain of command within the viewed as users of the system. reporting relationship of the dispatch Sheriffs Office up to the Sheriff, which is anelected executive to the Board of Directors official. There is limited accountability to the County made up of the member city managers, Board, County Administrator, or any municipal officials who are appointed by their local in this governance model. elected officials. All dispatch employees would be All dispatch employees are employed employed by the joint powers dispatch by the city that manages their entity, reporting to an executive who is respective PSAP. All three PSAPs have accountable to the Board of Directors. The dispatch employees are employees of the Staffing a civilian employee who is a working The employees would be paid by the They report to a sworn deputy, normally of sergeant supervisor for the communications entity, but the entity would contract or above rank. staff. with a member city for payroll, finance, and human resources support. All employees of the PSAPs of the For any new agency being added to the HCSO Radio participating cities would be released System, HCSO would hire "x" number of employees to from their current employment and staff the expanded coverage as needed, but would would be rehired into the expanded not integrate the former dispatchers from the joining Staffing Transition None required; not applicable. dispatch position within the agency. Instead, the city would be required to lay off consolidated entity with a 6 month the employee(s) and each former employee would be probationary period. The job will have on their own to apply and compete for any opening(s) changed due to complexity and that HCSO breadth of knowledge required. Posts. r Table 8 - 9118104 PSC Alliance, Inc., Copyright, 2004 1 Table 8 - Base Comparison of Dispatch Models Comparisons of Dispatch Models on Key Criteria a:. Description of Current Dispatch Consolidated Joint Powers Hennepin County Sheriff's Radio Parameter Four City Plan HCSO Radio has standard operating procedures (SOP) that are not tailored for the Individual agencies. In the County's recent overture relative to the autonomous PSAP communities, the County specified that all The consolidated dispatch entity would agencies joining their system would be required to strive for uniform operating procedures conform to the HCSO Radio System's protocols and All four cities receive tailored dispatch whenever possible. The entity's procedures at the present level of service being services today. The dispatchers are management team would work hard to offered by HCSO. If the users wanted a different level Operating knowledgable about their community define and understand the unique of service, they would need to bring the matter to the Procedures and understand the unique requests from the owners' agencies. User Advisory Board for a decision. Ultimately the requirements of their agencies. Open dialogue would help ensure the Sheriffs Office and the User Advisory Board would needs of the field users were being both be required to agree to any changes. It should heard. be noted, however, that HCSO works with the user agencies to incorporate response recommendations for both fire and police into the CAD, as well as fire box location and police beat Information. The user agencies also have input into the pairing of nature codes and CAD priority codes for their agency. I In the County's recent overture relative to the autonomous PSAP communities, the County specified that all agencies joining their system would be Management would meet according to required to conform to the HCSO Radio System's The individual agencies work within a schedule driven by the users for protocols and procedures at the present level of Process to Modify their current reporting relationships review of operational matters and to service being offered by HCSO. If the users wanted a Operating to discuss operational matters. The recommend procedural changes. The different level of service, they would need to bring the Procedures fire chiefs have indicated they see dispatch entity's management would matter to the User Advisory Board for a decision. further room for service work to facilitate changes and monitor Ultimately the Sheriffs Office and the User Advisory improvement. the impacts of changes on the level of Board would both be required to agree to any service and quality. changes. As stated previously (in Operating Procedures above), some procedures can vary by agency based on the natue code /priority level pairings approved for the CAD system. i r Table 8 - 9118104 PSCAlliance, Inc., Copyright 2004 2 Table 8 - Base Comparison of Dispatch Models Comparisons of Dispatch Models on Key Criteria Description of Current Dispatch Consolidated Joint Powers s Parameter p Four City Plan Hennepin County Sheriffs Radio HCSO Radio is using a proprietary CAD system that was Since all prospective member cities and developed by the County. They had been pursuing a joint All PSAPS and agencies served by them their agencies are LoGIS users today and RFP with the City of Minneapolis, but that partnership has are upgraded or are upgrading to LoGIS are upgraded or are upgrading to LOGIS ended and both of those entities are now pursuing their CAD Compatability Printrak®. All will be converted by the Printrakl@, the new entity would operate separate interests. The County has decided not to consider end of August, 2004. on LoGIS Printrakp CAD which is becoming LoGIS Pnntrak@ as its future CAD solution. This was one a defacto standard in the Metro area, area of the apparent areas of disagreement with the City of Minneapolis. The HCSO CAD system is not compatible with LoGIS Prtintrak@ and is also incompatible with the existing The LoGIS Printrak@ CAD upgrade will be records management systems (RMS) and already deployed completed for all member agencies by the mobile data computing (MDC) systems within the end of August, 2004. As a result, all will communities contemplating a four -city dispatch When the LoGIS Printrakp CAD upgrade have access to standard MIS packages to consolidation. Thus, an interface would be needed to get Management is completed for all agencies, all will have help manage their resources. The dispatch the daily data dump from HCSO into local RMS. Enhanced Data access to standard MIS packages to help data management that is available with the LoGIS CAD /RMS manage their resources. entity would continue to represent the a development interests of the member package would no longer be present or available requiring agencies with regard to MIS capabilities agencies to consider alternatives for data management that within the CAD package. would provide the agencies with meaningful management data. When "workarounds" occur, data entry is negatively impacted which diminishes the accuracy and utility of the data elements. The HCSO MDTS are different than the more - advanced unitf Connectivity exists with local RMS Current levels of connectivity would be in the member cities' equipment today. Their units will not Mobile Data systems, as well as email and internet maintained or Improved with local RMS allow searching of local records data or access to the Capabilities access, systems, as well as email and internet internet or city emails. The County is engaged in a project access, depending on local agency policy. to upgrade its mobile data capabilities but the outcome of that effort cannot be forecast at this time. Dispatch console equipment would need to be acquired by however many communities All of the communities engaged in this wish to operate PSAPS (except Richfield Hennepin County already has the necessary console consolidation analysis have already made who has already migrated). In a PSAP infrastructure to service the study communities but may Metro Radio a commitment to migrate onto the metro consolidation, only one "set" of console need to add some number of operating positions based on System Access radio system. Richfield converted in 2002 hardware would be needed to service all the number of communities that elect to join the HCSO 2003. agencies participating in the consolidation. system. No microwave connection Is needed under this Each community would continue to be scenario. responsible for its mobile/portable radio Fleet. r Table 8 - 9118104 PSC Alliance, Inc., Copyright 2004 3 Table 8 - Base Comparison of Dispatch Models Comparisons of Dispatch Models on Key Criteria Description of Current Dispatch Consolidated 3oint Powers Hennepin County Sheriff's Radio Parameter Four City Plan �.G:m'S::o;.:.�.k�S4k w'x. .o-a`,.. •s«"orac a ".ate' �3:�":'-. v-z %i¢�St:.,..5.s. «:. ,......".s.bi.s::aRZp:. r &3.a.:a�tv'aan"'•: ^r.::: ".�cdXvsffi 1iw x: The Sheriffs Office is offering free dispatch services for any city that wishes to join Its system, as long as Economies of scale are somewhat more they are willing to accept their protocols, procedures, easily attained and the non -labor costs and equipment, and notify the HCSO in writing of Economies of scale are difficult to are also spread across a broader base, their intent by 11/30/04. The cities that choose to join attain when operating a small PSAP saving money for all participating "will be required to buy or lease 800 MHz radios and Operating Costs around the clock. Other non-labor agencies while maintaining or receive training, purchase new or replacement mobile costs will continue to increase and, enhancing the current levels of service data terminal (MDT) laptops for their squad cars" (see when handled individually, are more and quality. If additional cities were notes below). The possibility of levied fees for expensive. added at some later time, the operating or capital costs remains a function of economies of scale would likely procedural modifications and /or funding changes that improve as the base grows. would be approved by the User Advisory Board, the Sheriffs Office, and, in some matters, the County Board. Estimated capital cost to establish a single PSAP capable of serving the four Highest aggregate cost if each PSAP communities (with PSAP in Brooklyn remains In autonomous operation Center) is approximately $1.2 million. Hennepin County estimates that the capital cost because of capital Investment to This assumes that none of the existing impact to add the four cities will be $450,000. This Capital Costs - migrate onto metro 800 MHz investment In PSAP equipment and indudes the cost to add "a console" and certain data Start Up backbone. Estimated capital connectivity now operating in Richfield transfer services. It Isour understanding that the investment of $1.4M to achieve would be relocated. Rather, that County would absorb the intiial costs, but reserves the operational PSAP status on MRB for equipment would remain in -place and right to charge for future modifications. SLP /BC as autonomous entities. serve the needs of a long term, limited function, backup PSAP for the four agencies. Capital Cost- TBD TBD Future 7 8 - 9118104 PSC Alliance, Inc., Copyright; 2004 4 M M M M M M M M I M M M M M M Table 8 - Base Comparison of Dispatch Models Comparisons of Dispatch Models on Key Criteria Description of Current Dispatch Consolidated Joint Powers Hennepin County Sheriffs Radio Parameter Four City Plan Although there are procedures in place to provide run time info to the Fire crews would proactively receive that is consistently CSO h Receipt of fire crews, they are inconsistently their run times consistently from H followed. The dispatcher as a procedure in place place the run time info to Fire Call followed, at best Therefore, the fire dispatch without asking forit per Information crews have to call when they.return procedures. "Rip and run" would be the fire station post-incident so they havethe info to the station to get their run times, great to have. when they need it. etc. Dispatchers either page or otherwise Staffing would be such that one alert station personnel after call has dispatcher could maintain watch on been received. Staff typically use Fire talk group to ensure tactical needs Call taker of a fire /medical event pages respective Fire Alerting SOPS from memory to handle station of fire command are met. Training and department following phone call. Following callout, Process selective calls or Auto Aid responses. good use of CAD would eliminate most Fire Dispatcher handles call. If multiple events are Occationally, 911 or CAD will suggest inconsisencies currently experienced. taking place, another dispatch position can move an station response. Fire Staff has Overall increase in fire call activity event to a different channel to free up Fire Main. expresses inconsistency issues from would help staff maintain proficiency of Dispatch. handling Fire /Medical events. LOGIS /Printrak would be utilized more than Little has been loaded into CAD to the individual PSAPS had to increase the Information on response, call backs, and Auto Aid Use of CAD Tools information Dispatch has for unit/station provide unit recommendations and Auto would be entered into CAD from information provided Aid response based on location and time for Fire Dispatch po recommendation, staff call backs, and Auto Aid response. Focus on staff training would by the Fire agency. Staff is trained to make use of of day increase consistency In fire dispatch CAD to maintain consistency operations. Technology Improving call event data transfer to Fire Upgrade Planning a a FAXS are sent to fire agencies once the call is closed out. P9 g Fire agencies either lookup on CAD, call agencies as well as possibly rip run' Process With Fire on phone, or get a copy of event record. event Information has been requested This allows agencies to have call information for their sted by reports. Agencies Fire administration. r PSCAlhance, Inc., Copyright, 2004 Table 8 - 9118104 5 Table 8 - Base Comparison of Dispatch Models Comparisons of Dispatch Models on Key Criteria Description of Consolidated Joint Powers Parameter Current Dispatch Four City Plan Hennepin County Sheriffs Radio Dispatchers would be trained to handle Dispatchers currently handle fire and both fire and police dispatch. Staffing police operations concurrently. Staffing levels would normally provide sufficient Fire dispatch position is always staffed to provide radio Fire Dispatch levels usually prohibit allocation of a depth to support a goal of allocating a monitor and tactical assistance to the fire ground as well as Staffing dedicated dispatcher for a fire event. dispatcher to manage a fire event once en route. This position has 20 fire departments to handle, g During large events, dispatchers may dispatched. Also, dispatchers would gain but another position can come on -line as needed to manage parse out fire operations among staff if more experience handling fire as they multiple agencies on fire scenes. possible. would be dispatching in a larger center with more aggregated fire activity. I Mixture Of Each current PSAP is able to CAD and training would ensure that Of the 20 Fire Departments dispatched by HCSO, only Paid-on-Call and understand the needs of their staff could handle operating with St. Anthony is a Full Time department. CAD Is used tc Full -Time Fire respective Fire agencies whether POC various blends of Fire Department recommend needed response based on event type Agencies or FT staffing models. and location. Table 8 - 9118104 PSC Alliance, Inc., Copyright 2004 ' ` 6 Table 8 - Base Comparison of Dispatch Models Comparisons of Dispatch Models on Key Criteria Description of Consolidated Joint Powers Parameter Current Dispatch Four City Plan Hennepin County Sheriffs Radio .... .. .. .. .. ... ............. .. — - ".", I The cities would have limited Influence on future technological changes, especially the CAD The costs of future technological replacement as the County's process has already ruled upgrade and training will likely The consolidated entity may take a out the LoGIS Printrak(g) solution and the process they Risks continue to increase. By remaining year to 18 months to become fully have historically followed has been driven by the separate, the cities are exposed to stable in terms of employee training County and Its IT resources. It should benoted that managing these costs on their own. and field user comfort. the local agencies in the Allied PSAP study have invested thousands of hours to achieve uniform data processing architecture via LoGIS. As it relates to officer safety in the field, the standard procedure in the HCSO dispatch environment is that officers are expected to type in their traffic stops on their mobile terminas before exitting the vehicle. The dispatcher does have the flexibility to process a called in traffic stop If the officer feels that he/she cannot Risks type itin safely or if there are extenuating Continued circumstances. For officers in the four study communities and from our experience and training, this is a serious gap in dispatch procedure which is contrary to what officers are taught In police training and is contrary to best practices in dispatch operations, particularly for agencies operating in a major metropoltan area. HCSO staff believes that many agencies utilize their car to car radio channel to notify each other of their respective traffic stops as a "work around" to the practice established. Risks Because HCSO dispatch does not monitor the car to car Continued channels, the dispatch center is frequently uninformed relative to what is transpiring. Based on our experience and training, we believe that this is a safety risk for the officers and a prospective command and control risk for field supervisors and the dispatch center. Table 8 9118104 PSC Alliance, Inc., Copyright, 2004 7 i I I i 1 Hennepin County Letter � August 13, 2004 � & City Resolution of August 11, 2003 1 1 1 '1 1 1 1 1 1 Hennepin County Administration Sandra L.Vargas, County Administrator 612 - 348 -7574 ' A -2303 Government Center FAX: 612-348-8228 300 South Sixth Street TDD:612- 348 -7367 Minneapolis, MN 55487 -0233 www.co.hennepin.mmus ' August 13, 2004 Mr. Michael McCauley, City Manager ' City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, Minnesota 55430 Dear Mr. McCauley: ' We are pleased to inform you that the Hennepin County Board of Commissioners has passed a resolution offering your community the opportunity to be served by the Sheriff's Office Public Safety Answering Point (PSAP) for dispatch services, at no cost. This offer is being made after extensive ' discussions with four cities (Brooklyn Center, Richfield and St. Louis Park and Golden Valley) about this possibility over the last few months. ' Following these discussions, it was decided that this offer would be extended to all ten cities that currently operate independent PSAPs within Hennepin County. If your community wishes to take advantage of this offer, a firm commitment must be made in writing to the Hennepin County Sheriff's ' Office by November 30, 2004. If you choose not to commit at this time, the opportunity to join the Sheriff's dispatch center at no cost will not be extended again for a minimum of eight years. If you choose to convert to the Sheriff's Office dispatch system, your only financial commitment will ' be to buy or lease 800 MHz radios. You must also ensure your MDTs or squad laptops are compatible with the county system and utilize the Sheriff's Office dispatch protocols. A timetable and conversion ' plan (staged rollout) of new users will be developed after it is known which communities will be converting to the Sheriff's system. Cities will be added to the system in the order that their written commitment is received. We think this is an excellent approach to providing public safety dispatch services in a cost - effective 4 p gp Y p manner across the county. In addition, the more cities that are on the 800 MHz system and utilize the ' same PSAP service, the better public safety will be enhanced for all users and residents of the county. To assist you in making this decision, Sheriff's Office personnel are available to meet with you or your staff to discuss implementation issues or any questions you may have. Please call Inspector Bill ' Chandler at 612- 348 -9648 if you are interested in discussing this proposal. Thank you for your consideration of this matter. We look forward to hearing from you. Sincerely, ' Sandra L. Vargas Patrick D. McGowan County Adminis at Hennepin County Sheriff ' Attachment An Equal Opportunity Employer Recycled Paper Agenda No: 9S Hennepin County, Minnesota RESOLUTION NO. 04 -8 -390 The following Resolution was offered by the Public Safety and Judiciary Committee: BE IT RESOLVED, that the County Administrator and Hennepin County Sheriff be authorized to offer to the ten cities (Bloomington, Brooklyn Center, Eden Prairie, Edina, Hopkins, Minneapolis, Minnetonka, Richfield, St. Louis Park and Golden Valley) currently being served by an independent Public Safety Answering Point (PSAP) the opportunity to convert over to the Hennepin County ' Sheriff's PSAP at no cost to the cities providing the cities notify the Sheriff, in writing, by November 30, 2004 of their commitment to do this, and the cities will be processed on a first -come, first- served basis; and BE IT FURTHER RESOLVED that if any of the ten cities chose not to participate, that city will not have the opportunity to be served at no cost for at least eight years from this commitment date. t ' City of Brooklyn Center A Millennium Community 0 PY August 22, 2003 Richard Johnson Deputy County Administrator ' Hennepin County Government Center 300 South 6 Street Minneapolis, MN 55487 -0233 RE: Resolution Authorizing The Consent To Enter Into Discussions With The Hennepin County Board Regarding Public Safety Communication Services ' Dear Mr. Johnson: 1 Enclosed please find the Brooklyn Center City Council Resolution regarding the above matter. ' Once you've had an opportunity to review it, if you should have any questions or if there are any additional issues that you believe I should clarify, please don't hesitate to contact me at 763.503.3201. t Thank Y ou ' Sincerely, Scott Bechthold ' Chief of Police /sb ' cc: Michael McCauley, City Manager 6301 Shingle Creek Parkway - Recreation and Community Center Phone & TDD Number Brooklyn Center, MN 55430 -2199 = (763) 569 -3400 City Hall & TDD Number (763) 569 -3300 FAX (763) 569 -3434 FAX (763) 569 -3494 Member Kay Lasman introduced the following resolution and moved its adoption: RESOLUTION NO. 2003-119 RESOLUTION AUTHORIZING THE CONSENT TO ENTER INTO DISCUSSIONS WITH THE HENNEPIN COUNTY BOARD REGARDING PUBLIC SAFETY COMMUNICATION SERVICES WHEREAS, the City of Brooklyn Center wishes to enter into discussion with the Hennepin County Board regarding public safety dispatch services; and WHEREAS, the purpose of the discussions will be on the viability of a single city dispatch center versus the feasibility of consolidating the public safety dispatch center with other independent cities public safety dispatch centers or, to have Hennepin County Radio as a possible provider of service; and WHEREAS, with the migration toward regional 800 MHz radio systems, the City of Brooklyn Center Police Department has the need to communicate with surrounding agencies who are on the 800 Mhz system; and WHEREAS, the Hennepin County Board has requested the City of Brooklyn Center have a formal council resolution to enter into further discussion with Hennepin County regarding public safety dispatch services; and WHEREAS, with that resolution, Hennepin County will address the issues of any and all costs associated with having Hennepin County provide dispatch services, any changes in the type of service that would be provided, a possible target date as to when the transition process may take place, the ability to accommodate requests as a matter of capacity relative to resources and physical plant and the possibility of current employees to be considered for positions with Hennepin County;. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center that the City of Brooklyn Center enter into discussions with the Hennepin County Board regarding public safety communication services. August 11, 2003 Mayor ATTEST: ,K,,,, City Clerk The Motion for the adoption of the foregoing resolution was duly seconded by member Kathleen Carmody and upon vote being taken thereon, the following voted in favor thereof: Myrna Kragness, Kathleen Carmody, Kay Lasman, Diane Niesen, and Bob Peppe; and the following voted against the same: none; whereupon said resolution was declared duly passed and adopted. 1 1 1 50onyN CFNr 9 1 POLICE 1 1 i Brooklyn Center Police Department Chief's Report On: Consolidated Dispatch Partnership Feasibilities and Resulting Effects on Departmental Ancillary Functions i i 1 i Prepared January 3 1 2004 i TABLE OF CONTENTS ' Title Page Executive Summary 3 Characteristics and Relevant Issues Concerning 4 ' the City Of Brooklyn Center History, Characteristics, and Relevant Issues Concerning 5 ' the City Of Brooklyn Center Police Department Historical Perspective of Brooklyn Center Dispatching 6 ' Employee Survey in reference to consolidated dispatch 7 and related ancillary functions ' 2003 Statistics for the Brooklyn Center PSAP 15 Summary of 2003 PSC Alliance Report on City of St. Louis Park 16 and Partnering Communities PSAP Consolidation analysis Realistic Options for Brooklyn Center Dispatch Consolidation A. Overview 22 B. Minneapolis Emergency Communications 24 C. Hennepin County Sheriffs Dispatch 26 ' D. Suburban PSAP Consolidation Analysis 28 Consolidation Effects on Ancillary Functions ' A. Overview 31 B. Surveying of Hennepin County communities 33 ' C. Booking 34 D. Detention 26 ' E. Other Ancillary Functions 40 ' Conclusions 41 Recommendations 44 Appendix 1- Potential Consolidation Partners Comparison Appendix 2- Suburban Ancillary Function Comparison 2 EXECUTIVE SUMMARY ' The city of Brooklyn Center is a first -ring suburb of Minneapolis with 29,172 residents. The city has been adversely affected by budget cuts made by the State of ' Minnesota to local communities in an aid program commonly referred to as Local Government Aid (LGA). The results of the LGA cuts in Brooklyn Center were $1,181,372 in 2003, and $1,623,478 in 2004. While the city was able to sustain most of its operations without major layoffs or drastic reductions in core services, it began a process of identifying areas where potential cost savings could be realized. One of the areas established as a potential opportunity for cost savings was the elimination of the ' cities stand -alone police and fire PSAP, in favor of a merged or consolidated operation. The Brooklyn Center police and fire PSAP has operated out of the police ' department since 12/12/1966. From 1991 to 1993, Brooklyn Center explored a consolidated PSAP with the cities of Golden Valley, Robbinsdale, Crystal, and New Hope, but no action was taken beyond formation of a task force and preliminary ' discussions. In 1993 Brooklyn Center, along with the other cities, began negotiations to switch to Hennepin County for dispatching service. The employees of the police department, who had not been involved in discussions or the decision making process, strongly opposed the merger and were vocal to the police administration, city administration, and city council in reference to keeping the PSAP local. The city council voted unanimously to keep the PSAP local in October of 1993. Police department employees, who were recently surveyed, still have concerns in reference to PSAP consolidation. ' A review of a nine -city dispatch consolidation study showed many commonalities between the cities, and projected cost savings for cities if a consolidation of services were to take place. The study recommended three possible scenarios for PSAP consolidation ' that were specific to the City of Brooklyn Center. Further research has shown that there are three feasible scenarios for PSAP consolidation (although somewhat different from what was proposed in the study) for Brooklyn Center, which are: to enter a vendor /client ' relationship with Minneapolis Emergency communications; to enter a vendor /client relationship with the Hennepin County Sheriff's communications; and enter into a "Joint Powers" agreement with a consolidation of select Hennepin County municipalities who currently operate their own PSAP's. Each potential partnership has its own strengths and weaknesses, which were explored in detail. As dispatchers perform a number of essential tasks in addition to public safety dispatching, a number of other ancillary functions would need to be examined and changed, or reassigned, if there was no longer any on -site dispatchers. Among the issues that would need to be addressed would be lobby hours, answering of non - emergency phone lines, booking of suspects, detention of suspects, CJIS entry, and in- custody report transcription. A survey of other Hennepin County agencies was done to provide insight ' as to how these issues were addressed in other communities. A number of conclusions and recommendations were made, which include 24 hour non -sworn staffing of the police ' facility. ' 3 I. Characteristics and Relevant Issues Concerning the City Of ' Brooklyn Center The city of Brooklyn Center is a first -ring suburb of Minneapolis that and has a ' population of 29,172 residents. While the number of residents in the city has remained ' relatively stable since the 1970's, the city has recognized changing resident demographics that pose many challenges and opportunities for City leaders. The city has a mix of ' apartment homes and single - family dwellings, with thirty -one percent of the cities ' residents living in renter - occupied properties. Brooklyn Center prides itself on its 522 acres of parks and nature centers, diverse residential and business community, affordable housing, quality education, convenient health care, accessible transportation, and historic ' Heritage Center. The city has recently worked to redevelop some of its business districts, and has attracted several new businesses in the past five years, while assisting in a major ' redevelopment of the cities regional shopping center, Brookdale Mall. The city council's p g pp g Y ' goals for the past two years have included emphasis on programs related to inclusion of ' all city residents, redevelopment, crime reduction, and traffic and code related education and enforcement. In 2003 the City of Brooklyn Center was adversely affected because of cuts made ' by the State of Minnesota to local communities in an aid program commonly referred to as Local Government Aid (LGA). The City of Brooklyn Center, like a number of other ' communities in Minnesota, had relied on LGA monies as a means of funding many of its ' city services. The result of the LGA cuts in Brooklyn Center was $1,181,372 in 2003 and $1,623,478 in 2004. While the city was able to sustain most of its operations without ' major layoffs or drastic reductions in core services, it began a process of identifying areas ' where potential cost savings could be realized. One of the areas established as a potential 4 opportunity for cost savings was the elimination of the cities stand -alone police and fire ' PSAP, in favor of a merged or consolidated dispatch, which would provide a significant ' and recurring cost savings. II. History, Characteristics, and Relevant Issues Concerning the City Of Brooklyn Center Police Department The Brooklyn Center Police Department has been in existence as a full -time police agency since the 1950's. As the cities growth slowed, so did the growth in the size of the ' police department, which leveled off at about forty officers in the 1970's. The police department currently has sixty -six employees, which includes forty -three sworn officers. ' The police department's sworn staff is comprised of a mix of both new and veteran ' officers, and rates of officer turnover are within the boundaries of what is observed in most metro area departments. The police departments sworn officer compliment is comprised of one Chief of Police one Deputy Chief, two Lieutenants, five Sergeants, p � P Y ' five Detectives, and twenty -nine Police Officers. ' The police department itself is very busy, and officers within the department answer more calls for service than any other city in the county except for Minneapolis. The cities crimes per capita, although somewhat skewed by the cities large retail base, are the ' highest in the county, and there has been a recent emphasis centered on a more proactive approach in addressing crime reduction. The department can be characterized as utilizing a community- policing model that includes active solicitation of feedback and ' participation from citizens and businesses in the city. The communities residents have . been supportive of the police department's efforts, and were receptive to a multi- million ' 5 I dollar bonding issue in 1997 that supported new buildings for the police and fire departments. The police department has an active neighborhood watch program, and a ' close working relationship with a number of businesses (primarily retail) and hotels in the city. The agencies sworn officers have, in the past, been advocates for keeping the ' departments own PSAP. In 1993, when a merger with Hennepin County for dispatch ' services was proposed, the officers and their union were vocal in their commitment to keep the dispatch center within the police department, and expressed their views to the ' department's administration, city administration, and the cities elected officials. It is ' important to note that discussions on dispatch consolidation in 1993 did not include the police officers or their union, nor did the city or the police administration involve them in ' any substantial way in the decision - making process. Many of the agencies sworn officers ' now seem to realize that recent funding issues may make keeping a city owned PSAP difficult and impractical. The officers and their union have been kept informed of the ' cities financial crisis and have been shown the costs related to keeping a stand -alone ' PSAP. The officers and their union have sought, and been granted, input into issues related to dispatch consolidation and the resulting effects a consolidation would have on ' departmental ancillary functions. ' III. Historical Perspective of Brooklyn Center Dispatching and ' Prior Consolidation Efforts Although it began as a police department in the 1950's, the Brooklyn Center ' Police Department was originally dispatched by the Hennepin County Sheriffs ' Department. A period literature review, accessed in the police departments library archives, showed that a purchase of radio equipment was made in 1965, with the reason 6 cited as unsatisfactory dispatching services from the Hennepin County Sheriffs ' department in regards to processing of calls (Brooklyn Center Press, August 11, 1965). Brooklyn Center began as a stand -alone PSAP on December 12` ", 1966, with six dispatchers (Brooklyn ctober 1 1969. p ( yn Park Sun, O ) Brooklyn Center has maintained a full -time PSAP since that time. Although the location of the PSAP changed twice, it was always housed within the police department. Although the city explored a consolidated dispatch with Golden Valley, Robbinsdale, Crystal, and New ' Hope from 1991 to 1993, no action was taken beyond preliminary discussions, despite a ' joint task force report that showed some benefits. The cities of Brooklyn Center, Crystal, Robbinsdale, and New Hope after considering their options in 1993, decided in May to authorize joint negotiations with Hennepin County for dispatching services. In October of 1993, despite support for a change to Hennepin County from Chief of Police Trevor Hampton and City Manager Jerry Splinter, the City Council voted unanimously to keep a stand -alone PSAP in Brooklyn Center. The cities of Crystal, Robbinsdale, and New ' Hope eventually transferred their dispatching services to Hennepin County. ' IV. Employee Surve in reference to consolidated dispatch Y P ' and related ancillary functions ' An employee survey was distributed on 1/13/04, which solicited employee input from sworn personnel and dispatchers. The development of the questions involved input ' from both the department's administration and a representative of the police officers ' union. Thirty sworn officers and four dispatchers participated in the survey. The questions are summarized below, and the answers were averaged to provide a scale. BCPD Disuatch Consolidation EmWovee Survey Question # 1 Some potential dispatch partners allow all traffic stops to be "aired" with the dispatcher recording the license number and location of the stop, while other potential partners require that routine traffic stops be entered manually via MCD and not announced on the ' radio. How valuable do you think it is to be able to call out traffic stops? (Scale is 1 to 5 with 1 being "not very valuable" and 5 being "extremely valuable ") -x i j X 0 - T Z 1 1 57 -� - 3� xc r ® Dispatchers *A94 W IN Sworn Officers II u �. ' 1 1.5 2 2.5 3 3.5 4 4.5 5 <--Not valuable-------------------- - - - - -- Valuable------------- - - - - -- -Very Valuable -4 ' Question # 2 One of the potential dispatch partners, because they are a Logis community, would be able to facilitate departmental records access via squad MCD (a tool we currently have). Based upon your experience (if applicable), how valuable do you believe in -squad access to department records to be? (Scale is 1 to 5 with 1 being "not very valuable" and 5 being ' "extremely valuable "). > - c. I M t ���- _ `f -- ` " ` r- �3 ■Dispatchers ®Sworn Officers �h 3 - - � = W _ -� 1 = _.. `' 1 1.5 2 2.5 3 3.5 4 4.5 5 FNot valuable-------------------- - - - - -- Valuable--------- - - - - -- -Very Valuable -4 8 Question #3 ' Some of the potential dispatch partners will be able to grant Internet access to MCD's for the purpose of suspect identification and/or other job related purposes. Based upon your experience (if applicable), how valuable do you this access to be? (Scale is 1 to 5 with 1 being "not very valuable" and 5 being "extremely valuable "). �r z ' m g ' s ® Dispatchers r 4 '. IN Sworn Officers " 1 1.5 2 2.5 3 3.5 4 4.5 5 FNot valuable-------------------- - - - - -- Valuable--------- - - - - -- -Very Valuable -4 Question #4 All potential dispatch partners are either on, or will be on, an 800 MHz radio system. The range and compatibility of the 800Mhz system should make our radios compatible ' and interoperable with all metro agencies. One of the potential dispatch partners currently dispatches for three communities that border Brooklyn Center, another dispatches for one community that borders Brooklyn Center, and another dispatches for some communities that while in Hennepin County, do not border Brooklyn Center. How important do you feel it is to be dispatched by an agency that also dispatches for neighboring agencies? (Scale is 1 to 5 with 1 being "not very valuable" and 5 being ' "extremely valuable ") IM ZZUMM� 1.0 a s r t - - s - k a5ws ■Dispatchers hg, ® Sworn Officers ' z R E�* ' - t 1 1.5 2 2.5 3 3.5 4 4.5 5 FNot valuable-------------------- - - - - -- Valuable------------- - - - - -- -Very Valuable --> 9 Question #5 In two of the potential dispatch partnerships we would be essentially treated as a ' customer who is provided services, with a forum for discussion and input into dispatching issues. In another potential partnership we may be able to secure a "Joint Powers" ' agreement where we would have a stronger position in deciding and resolving issues related to our dispatch services. How important of a factor do you consider a "Joint Powers" agreement? (Scale is 1 to 5 with 1 being "not very valuable" and 5 being ' "extremely valuable "). ®Dispatchers a " ® Sworn Officers VIM 1 1.5 2 2.5 3 3.5 4 4.5 5 FNot valuable------------------- - - - - -- Valuable---------- - - - - -- -Very Valuable -4 ' Question #6 The potential dispatch partners offer differing levels of being able to resolve questions by phone without an officer having to be involved (examples may include questions on ordinances, impounds, etc). How important do you feel it is to have a dispatch center that resolves common questions /issues themselves without having to involve officers? (Scale is 1 to 5 with 1 being "not very valuable" and 5 being "extremely valuable "). M -0 "�o`' - 4 �3 ®Dispatchers {jam ®Sworn Officers ' 1 1.5 2 2.5 3 3.5 4 4.5 5 ' FNot valuable------------------- - - - - -- Valuable------------- - - - - -- -Very Valuable -4 ' 10 Question #7 How important is it to you to have an assigned agency "talk-around" frequency? (Scale is I to 5 with 1 being "not very valuable" and 5 being "extremely valuable"). MM oi Z Z' M Dispatchers J �3.7Z. - v' 5R M Sworn Offi cers . . . . . . . ..... 1 1.5 2 2.5 3 3.5 4 4.5 5 <—Not valuable ------------------- - - - - -- Valuable ----------- - - - - -- - Very Valuable-4 Question #8 Provided there was 24 hr trained staff available, how important do you feel it is to continue to do bookings at the BCPD? (Scale is 1 to 5 with 1 being "not very valuable" and 5 being "extremely valuable"). V A — AA P ■ Dispatchers R _ M Sworn Officers 'An 1 1.5 2 2.5 3 3.5 4 4.5 5 <—Not valuable ------------------- - - - - -- Valuable ----------- - - - - -- -V ery Valuable-4 Question #9 If 24 hr staff was in place (an example may be a night-time CSO or clerk), how important do you believe it would be to continue to detain prisoners at the BCPD? (Scale is 1 to 5 with I being "not very valuable" and 5 being "extremely valuable"). Cd A 4 P, I 0 Dis patchers ® S worn Officers 1 1.5 2 2.5 3 3.5 4 4.5 5 <—Not valuable ------------------- - - - - -- V - - - - -- - Very Valuable--> ' 11 Question # 10 How important do you feel it is to have the police department staffed 24 hours a day? (Scale is I to 5 with 1 being "not very valuable" and 5 being "extremely valuable"). 3T, ­­4 Z IF 0 Dis patche rs R ;05 k I ® Sworn Officers 1 1.5 2 2.5 3 3.5 4 4.5 5 <—Not valuable ------------------- - - - - -- Valuable -------- - - - - -- - Very Valuable-4 Question #11 How important is it to you to have 24-hour access to CJIS files for the purposes of generating criminal histories? (Scale is 1 to 5 with 1 being "not very valuable" and 5 being "extremely valuable"). R i 51, M t- A E Dispatchers M Sworn Offi cers ' Nom' +4C:nu -...s _. n r. e:##,] f AAm§ izkk! A.' 3?W$°. a't+�h'F' e�bS144'{Y�k� %y � u:,'cz.T'•;3�"h.:�t £.e 1 1.5 2 2.5 3 3.5 4 4.5 5 1 <—Not valuable ------------------- - - - - -- V - - - - -- -V ery Valuable---> Question #1 2 (For Sworn Personnel) How would you feel about using the Brooklyn Park Police Departments booking area and detention staff as an alternative to utilizing our facility? (Scale is I thru 4, with 1 being not in favor and 4 being strongly in favor). RR Aj N Dispatchers - M Sworn Officers 41 4 P. 21 1 1.5 2 2.5 3 3.5 4 <—Not in favor - - - - -- Somewhat in favor - - - - In favor - - - - -- Strongly in favor-4 12 Question #13 ' Please assign, in order, what you feel to be the most important factors to be considered when looking at potential dispatch partnerships (sworn staff indicated in red, dispatch in blue): 1. Calling out traffic stops _2/3 ' 2. Being dispatched by agency that dispatches for surrounding communities — 7/7 3. MCD access to department records _4/6 4. In squad internet access — 5/4 5. Dispatchers who are more familiar with the city and are able to answer frequently asked questions — 3/1 6. Dispatchers who are more readily available, or willing, to answer officers questions, or provide support services (make a phone call, research prior calls for service,etc.). _1/2 7. The ability to scan surrounding agency channels _6/5 ' Narrative Comments: ' A a narrative section was provided in the survey for employees to offer additional comments, suggestions, and concerns. There were some common themes seen in the narrative section which included: 1. Of the thirty employees who responded, thirteen made comments that stressed the need to keep our own dispatch center. ' 2. Of the thirty employees who responded, twelve expressed concerns about officer safety, and how merged or consolidated dispatch may create an environment that was less safe for our officers. ' 3. Of the thirty employees who responded, thirteen expressed concern that the level of service afforded to our citizens may be diminished. 4. Of the thirty employees who responded, five indicated that they were ' concerned about how other dispatch centers processed calls, specifically indicating problems with dispatch centers not knowing where officers were or ' taking to long to dispatch in- progress calls. 5. Of the thirty employees who responded, two indicated that with the increased workload that would be created by removing on -site dispatchers, that ' additional officers would need to be hired to offset the extra work that would be created. 13 Other narrative comments included: ' "We are too busy a department to function with a phone outside a locked door like Crystal P.D." ' "Both Hennepin County... and MPLS appear to be at the limit of their abilities for handling additional radio traffic, as well as the fact that several BCPD dispatchers have ' came from MPLS radio with less than glowing recommendations ". "Having access to criminal histories and department records have been an ' important investigative tool ". "The effect this change will have on our patrol staff is much larger than anyone ' realizes. They will not be doing business the same, and it won't be for the better ". "The ability to get real -time updates from dispatch during in- progress calls is very ' valuable and can lead to arrests vs. simple report calls ". "...the most important factor of all should be officer safety followed by the publics safety /well being. It seems that a dispatch facility more familiar with its officers and the city for whom they dispatch would be better suited to provide that ". ' "I see patrol will be busier due to the quality of call screening, therefore more calls for service will be generated, with the same or less officers to respond ". "I feel that we, as an agency, have to have the ability to be involved with decision making concerning out dispatch center. It would be a major step backwards if we were treated as a customer ". ' "I find it extremely useful in investigations to have as much access as we do to information. Although our MDT's may have faults, for the most part they work very 1 well, and have a wide variety of areas to access information. I believe we need to keep our current options of information access that we have if we switch. In other words, I don't think we could function with anything less than our MDT's currently have ". ' "I hope before a decision is made all things done b dispatchers, that don't P g Y P ' always appear on the job description, are considered ". "Familiarization with the city seems to be less of a priority with the current ' options ". ', ' 14 V. Statistics for the Brooklyn Center PSAP ' Staffing Level 1 1. Number of Full -Time Dispatchers on staff (2003) 5 2. Number of Dispatch Supervisors on staff 1 3. Total Dispatch Staff/Employees 6 p 4. Turnover (FTE) since 2002 4 2003 Employee Costs ' 5. Dispatcher/Dispatch Supervisor Wages & $358,100 ' Benefits (includes overtime) 6. Dispatcher Training and Uniforms $5,538 7. Total Costs $363,638 ' 2003 PSAP Costs 8. Telephone lease, Line Charges, 911 charge $41,706 ' 9. Dispatch Center Premise Equipment Expenses $8,130 10. Dispatch Center Radio Maintenance $9570 ' 11. Other Dispatch Center Maintenance $3204 12. Logis/RMS Expenses $107,498 ' 13. Dispatch Center Supplies $282 14. Other Dispatch Operation Expenses $1,330.00 ' 15. Total Costs $171,720 ' 16. Total of Employee and PSAP Costs $535,358 17. State Revenue for 9 -1 -1 Charges (debit) $19,650.00 ' 18. Total Cost to City for PSAP operation $515,708 19. 2003 Police Budget (includes buildings) $5,452,700 ' 20. Percentage of 2003 Police Department Budget 9.46% 21. Total City General Fund Budget for 2003 $15,408,271 ' 22. Percentage of City General Fund Budget 3.35% ' 15 Activity ' 19. # of 9 -1 -1 calls handled in 2002 20,405 20. # of Dispatcher Non -911 calls processed Unknown ' 21. # of ICR's processed in 2003 25,994 21. # of Calls handled by BC Dispatchers (2002) 3,401 22. Average # of calls handled by dispatchers for PSAPS that participated in PSC Study 2,441 23. 2002 BC cost per call -911 calls only $26.59 24. Average 2002 cost of 911 calls handled by stand- $30.00 alone PSAP's that participated in PSC Study VI. Summary of the 2003 PSC Alliance Report Summary of Study In 2003, a study was commissioned which included nine Hennepin County municipalities ' that operate their own PSAP's. The cities included in the study were: • Bloomington ' • Brooklyn Center • Eden Prairie • Edina ' Golden Valley • Hopkins • Minnetonka • Richfield ' • Saint Louis Park ' The purpose of the study was to explore the feasibility of PSAP consolidation ' amongst the studies participating cities, as well as exploring the feasibility of some cities partnering with Minneapolis Emergency Communications (MECC), which participated in ' 16 i 1 the study only as a potential provider of PSAP services. The Hennepin County Sheriffs 1 Department, which provides PSAP services for thirty -five communities scattered 1 throughout the county, decided not to participate in the process, although there was some input made on the behalf of the county through the counties administration. The study 1 accomplished the following: 1 • Examined the factors driving the municipalities to explore the feasibility of dispatch consolidation. 1 • Examined the state of local public safety dispatching, including current trends. • Provided a "community snapshot" of each municipality including operational 1 uniqueness; site; uniqueness; governance; technical capabilities including current situation as well as future plans and direction; staffmg; budget/fiscal; other tasks 1 the dispatchers in a community performed; and other observations /comments. • Examined the operating data of the different PSAP's. 1 • Examined the types of governance models available, and how they could potentially impact consolidation. 1 • Examined consolidation scenarios that combined two or more agencies that were willing or capable of combining. The study produced five different consolidation 1 scenarios, of which Brooklyn Center was involved in three of the potential consolidation scenarios. 1 Study Findings and Suggestions for Participating Community PSAP's 1 The study had several findings that were significant to all of the participating 1 cities, as well as findings that were specific to Brooklyn Center. Some of the findings that 1 were significant for all PSAP's included: • Duplication of some services provided in each community result in significant 1 personnel, equipment, and technology overhead. 1 1 17 • The 10 PSAP 's (including MPLS but excluding HCSO) have 162 employees and ' had a staff cost of over 8 million dollars in 2002. • Collectively these PSAP's answered over 1 million calls and dispatched 450,00 events. • Employment turnover for dispatch positions averaged about ten percent in 2002. t • Processing of 911 calls, when evaluated per capita, produced efficiency ratio's which ranged from $.29 /calls /capita to $.75 /calls /capita. These efficiency ratios 1 translate into an operating cost range of $12.29/911 call to $52.05/911 call. • Except for Minneapolis PSAP (MECC), none of the suburban communities could ' assimilate more than one or two more operating positions without remodeling and acquisition of more PSAP Equipment. • The majority of the communities now receive information technology and software support from LOGIS. Therefore LOGIS, and their relationship with ' Printrac software, is effectively the defacto standard for computer -aided dispatch in the communities. ' • The communities participating in the study had differing plans for Metro Radio System migration, with some already on 800 MHz, some ordering equipment, and others in various stages of planning. • While all of the communities involved in the analysis expressed an academic interest, only Brooklyn Center is now poised to find a suitable partner from which ' it would provide dispatching service. Study Findings and Suggestions Specific to Brooklyn Center • The community of Brooklyn Center has, and continues, to change. Life -long homeowners are selling, and purchasers are coming to Brooklyn Center to get out of the core urban area. 1 • Geographically, Brooklyn Center is the most distant from the other communities in the study group. ' • The PSAP is located in the police department. There is not significant expansion room. i 18 • The current radio console is Orbacom, and it was installed in 2000. The radio ' console equipment is not 800 MHz compatible at a "peer" level, but could be connected via control stations. ' • Local Government Aid (LGA) cuts have had a significant and adverse effect on Brooklyn Centers operating budget. ' • Internal fiscal pressures create an "acute" need for cost cutting and alternatives to the current autonomous PSAP operation are receiving careful attention. ' • Dispatchers in Brooklyn Center also help monitor prisoners, staff a 24 hour window for the public, and occasionally transcribe reports. ' • In 2002, Brooklyn Center had the highest number of 911 calls per FTE (dispatcher) of any suburb. Cost per 911 is one of the lowest of the suburbs. PSC Alliance Consolidation Scenarios That Affect Brooklyn Center ' The final report on PSAP Consolidation analysis contained three possible ' consolidation scenarios which are summarized below: a. Brooklyn Center Joins M.E.C.C. ' The first consolidation scenario proposed for Brooklyn Center in the study was for Brooklyn Center to contract with M.E.C.C. for dispatching services. A more detailed analysis of contracting with M.E.C.C. is offered in the next section on page 24. Reasons cited in the study for proposing this scenario were: • Brooklyn Center is in a financial crisis with the loss of significant Local Government Aid. • PSAP staff turnover is a constant challenge. • Significant staff turnover has resulted in large overtime expenditures. ' • Brooklyn Center has earmarked grant money to purchase mobile and portable radios to participate on the 800 MHz Metro Radio System. ' 19 • Brooklyn Center was characterized as "looking for the lowest cost, quickest ' timeframe option to consolidate ". • Although Brooklyn Center has requested information on dispatching from ' Hennepin County, they have received limited information back from the county. • M.E.C.C. has the capacity to handle Brooklyn Center's operation. • M.E.C.C. are currently on the Metro Radio System. • M.E.C.C. has the capacity to handle legacy infrastructure that Brooklyn Center may have such as VHF fire paging and dispatch. • M.E.C.C. management feels that service could be cut over within months of an agreement. • M.E.C.C., when compared to HCSO, has a similar technical competence in offering service. • This option was viewed as quick, low -risk, less difficult, and only moderately painful. • This scenario was thought by PSC Alliance of having the potential to save the City of Brooklyn Center $243,817 during the first year, with additional savings possible through staff reductions. ' b. Five Cities Cluster in a Consolidated Center The second scenario p osed by the PSC Alliance report was a clustering of the ' cities of Brooklyn Center, Golden Valley, Hopkins, Richfield, and St. Louis Park. It is important to note that St. Louis Park already provides dispatching services for the city of Golden Valley's police and fire services. This scenario is currently being explored as a Y p Y four -city consolidation, as Hopkins apparently does not wish to proceed any further with consolidation planning or implementation at this time. A more detailed analysis of the clustering of the four cities (Brooklyn Center, Golden Valley, Hopkins, Richfield and St. ' 20 Louis Park) is offered in the next section beginning on page 28. Reasons /factors cited in ' the study for proposing this scenario were: ' • Golden Valley is currently tied to St. Louis Park for dispatching and has no intention to re- engage their own PSAP. ' • Hopkins has financial pressure to consolidate and may have capital equipment ' dollars to invest in a consolidated center. • Richfield has financial issues in funding their current PSAP long -term and may also bring capital equipment to a consolidated effort. • There is a common governance model preferred by most of these cities, which would be a Joint Powers Agreement with a User Board and civilian management. ' • In the mentioned cities PSAP's, none could handle this number of agencies without some major remodeling. ' t This scenario was viewed by the authors of the study as more difficult, more ' painful, higher risk, requiring a longer time frame, and judged to be more expensive. It was thought that this scenario would require construction, preparing a governance agreement, and significantly more lead time. ' • Recurring cost savings under this scenario were expected to be $680,000 /year, not including any associated capital costs. c. Nine Cities Cluster Into a Single PSAP The PSC Alliance stud also included a scenario that incorporated all of the suburbs Y IP that operate their own PSAP's into a single PSAP. One potential problem observed by ' , 21 f the authors of the study was that some of the participating PSAP 's have more immediate needs while others wished to remain "status quo" for another three to seven years. This ' scenario did offer the largest economy of scale, with a recurring cost savings expected to be in the order of $1 million dollars per year. While the study did mention that an expandable facility would be needed to allow for growth when additional cities joined, it ' did not explore potential capital costs. Not mentioned in the studies analysis was that it appears that some communities participated in the study for informational and/or academic reasons, and appear to have no plans to abandon their own PSAP in the ' foreseeable future. For this reason, this scenario, as proposed by the authors, appears unlikely. VII. Realistic Options for Brooklyn Center PSAP Consolidation a. Overview ' An examination of the options available to Brooklyn Center for PSAP ' consolidation must take into account a number of factors including: 1. Compatibility of the proposed PSAP's computer aided dispatch system (CAD) ' with the Brooklyn enter Police Departments records management system Yn p g Y ' (RMS). This is very important, as the interoperability of CAD and RMS will ' dictate a number of procedural issues, such as the number of reports that will need to be written, the availability of crime mapping data, staff time needed for data ' entry, and the quantity and quality of information contained in police department ' records. An illustration related to compatibility issues would be dispatch services provided by Hennepin County. Because of issues related to compatibility, 22 i y agencies dispatched b Hennepin Count including Brooklyn Park, Maple Grove, g P Y p Y g and Plymouth, have to do officer generated reports on relatively minor incidents ' such as medicals and motorists assists, as the incompatibility between CAD and RMS does not produce an acceptable record of the event. The records supplied by Hennepin County are also manually entered by a number of agencies, ' requiring staff time. Finally, the amount of data that is entered into the system is often not as comprehensive, and is not as timely. This could result in substantial delays for crime mapping (data would need to be first entered by a clerk), and the ' loss of data that may be significant. 2. The relationship the police department has in relation to the PSAP it uses is an important factor. There are a variety of governance and operational models that ' exist, and the type of relationship is relevant in deciding how much input an agency has into operational issues, in deciding how problems will be resolved, and in establishing procedural changes. 3. Availability, reliability, and servicing of 800Mhz radio systems, squad radios, and portable radios. 4. MCD capabilities including access to department records, Internet access, ' ability to effectively process state queries, provide information on prior calls for service, etc. ' 5. Ability f prospective PSAP to handle the increase in hone calls and other Y P p p ' dispatch related functions that incorporating BCPD and BCFD would bring. I 23 6. The main channel that the prospective agency would provide for use by BCPD, the amount of traffic currently on those channels, and whether they would be overburdened by adding another agency. 7. Whether "talk- around" frequencies would be available or assigned. 8. Interoperability with neighboring communities, and the ability to scan their channels. 9. The ability or willingness of the PSAP to: ' a. Answer routine questions ' b. Enter KOPS alerts c. Do CJIS entries d. Let officers call out traffic stops ' e. Test/Hire BCPD dispatchers An analysis of the three potential dispatch consolidations will now be presented in ' narrative form, and may also be viewed as a side -by side comparison in table form, by reviewing appendix #1. ' b. Consolidation with Minneapolis Emergency Communications (MECC) ' MECC participated in the PSC Alliance Study as a potential provider of PSAP Services. A meeting was arranged with representatives of the MECC and the following were established as potential strengths and weaknesses of this consolidation: ' Strengths: 1. The MECC has both the capacity and facilities to provide PSAP services for Brooklyn Center. 24 2. The are geographically close to Brookl Center, and border the city on Y Brooklyn ' the south side. 3. There is constant supervision of dispatch personnel by on -site supervisor. ' 4. There is significant resources available, both in terms of manpower and equipment, should a situation call for additional resources. ' 5. They allow officers to call out traffic stops, and they record the information given into CAD. 1 6. Their radio system, squad radios, and portable radios are reliable. 7. They are willing to provide services for radio repair and installation. 8. They have separate fire dispatchers who have a better understanding of issues related to fire service (a potential benefit for the fire department). ' 9. They will designate a separate main frequency for Brooklyn Center. 10. They are willing to let. BCPD dispatchers test for vacant dispatch ' positions. 11. They utilize a 2 -stage dispatch process with phone screeners and ' dispatchers. This is said to allow dispatchers to focus more on dispatch. 12. They are able to designate a "talk- around" frequency for BCPD use. ' 13. MCD Internet access is an option. 14. They are willing to do some CJIS entries. 15. MECC may be able to move more quickly than other potential partners. Weaknesses ' 1. Poor CAD/RMS compatibility 2. MPLS is only offering a client/vendor relationship with limited input into ' operational and procedural issues. 3. MCD capabilities would not allow for access to departmental records. 4. Brooklyn Center main channel likely to be combined with one or more MPLS channels at times of low call load or staffing. 5. PSAP would handle most calls to the extent that they are able to, but are less likely to answer common citizen questions. ' 25 6. The 2 -stage dispatch process is often slow, normally requiring all ' information to be entered before call is dispatched, and dispatcher most often does not talk "real time" with reporting party. ' 7. MECC has not had any experience in working with other cities, so there is comparable data to be examined or procedures designed to assist in this transition. Costs Currently unavailable. c. Consolidation with Hennepin County Sheriffs Dispatch Even though the Hennepin County Sheriffs Department did not take part in the 2003 PSC Alliance Stud there has been communication between the Ci and the Study, ri Sheriffs department in reference to the feasibility of the Sheriffs office assuming ' dispatching responsibilities for Brooklyn Center. It is worth noting that there seems to be a reluctance on the part of the Sheriffs office in reference to adding communities to their ' dispatch, and when the Sheriffs office finally responded to the cities request for a proposal and cost information, the Sheriffs department notified the city that it would be charged both set -up costs and a recurring service cost, even though other communities already dispatched by the county were not. A meeting was arranged with representatives of the Hennepin County Sheriffs Communications and the following were established as potential strengths and weaknesses of this consolidation: Strengths ' 1. The HCSO has the capacity to provide dispatch services to Brooklyn Center. According to the HCSO they have the facilities to dispatch for Brooklyn Center if (emphasis added) no other municipalities are added. The addition of ' 26 any other communities would require additional capital costs (dispatch console), which would be shared by Brooklyn Center. 2. HCSO currently dispatches for three communities that surround Brooklyn Center, which are Brooklyn Park, Crystal and Robbinsdale. These communities do not operate on the same main channel. ' 3. There is constant supervision of dispatch personnel by on -scene supervisor. 4. There is significant resources available, both in terms of manpower and equipment, should a situation call for additional resources. 5. Their radio system, squad radios, and portable radios are reliable. 6. They provide services of radio repair and installation. 7. They are able to designate a "talk around" frequency for BCPD use. 8. They are willing to let BCPD dispatchers test for vacant positions. 9. They are willing to do some (temporary) CJIS entries. Weaknesses 1. They are only willing to consider a vendor /client relationship. Although they have a user advisory board, some communities have expressed frustration ' with an inability to address procedural and operational issues to their satisfaction. ' 2. HCSO will not allow officers to call out routine traffic stops. This is perceived by many officers (including some they dispatch for) as an officer ' safety issue. 3. HCSO computer aided dispatch is not compatible with RMS systems. The county is currently researching CAD and RMS software packages that may improve this, but it is still likely that they may be some compatibility issues, and manual entries may still be necessary. 4. The Hennepin County North Main Channel, and East Main Channel, are both used by HCSO to dispatch for agencies that surround Brooklyn Center. Both ' channels are busy, and HCSO did not know which channel Brooklyn Center would be added to. The potential exists that Brooklyn Center officers would ' find themselves being dispatched on a channel that would be too busy to ' 27 accommodate the increased traffic that our agency would bring. HCSO did state that Main Channel realignment was a possibility. 5. MDT's on the HCSO system would not have access to department records. ' 6. MDT's are not currently Internet capable. 7. HCSO would sometimes handle frequently asked questions, but would route ' many to officers working on the street. Costs Hennepin County would charge the City of Brooklyn Center $183,000 /year, and a one -time set -up fee of $60,500. If more than one city joined the county for dispatch services, the city would be charged an additional $15,000 /year for the next ten years for capital equipment. d. Consolidation with Suburban PSAP's Through the PSC Alliance Study, and informational meetings and conversations with employees of other suburban PSAP's, it has become apparent that there are other ' cities interested in PSAP consolidation, and they are willing to move forward with further study and planning toward this goal. The other cities currently interested in working ' collaboratively with Brooklyn Center to explore consolidation feasibilities are St. Louis Park, Golden Valley (which is already tied to St. Louis Park for dispatching), and ' Richfield. The following were established as potential strengths and weaknesses of a consolidated dispatch with the aforementioned suburbs: Strengths: 1. The suburbs all have similar CAD and RMS systems. All the suburbs are LOGIS suburbs, and are migrating to Printrac software for ' CAD/RMS. This should allow for excellent CAD/RMS compatibility, ' and any issues related to software would have a central point of contact ( LOGIS). 28 2. In meeting with Golden Valley Police Department, I found that they ' were very satisfied with the consolidated dispatching arrangement that they have with St. Louis Park. Both communities report a high level ' of service, a spirit of cooperation, and a process that is able to effectively handle both procedural and operational issues. ' 3. Each of the communities are interested in pursuing a "Joint Powers" agreement which will give each of the cities involved a stronger ' position to advocate for what it feels to be necessary procedural or operational changes. 1 4. The suburban consolidation will operate off of the Hennepin County 800 MHz backbone, using radio equipment purchased through ' Hennepin County. This method should be as reliable as if being dispatched by Hennepin County itself. ' 5. Hennepin County would still service the squad and portable radios. 6. MCD's will have to access department records. 7. MCD's will have Internet access. They may also have additional capabilities, such as the ability to check city e-mail. 8. Officers should receive a higher level of service from dispatchers (check for information, make a phone call, etc). This will assist ' officers on the street, and make the transition from a stand -alone PSAP less painful as it more closely resembles their current dispatch relationship. 9. It is thought that dispatchers in a suburban consolidated dispatch would be able to answer more frequently asked questions and provide a higher level of customer service to callers. 10. Dispatchers are able to do common CJIS entries. 11. Officers would have the ability to call out traffic stops, and have information entered into CAD by a dispatcher. 12. Brooklyn Center may be able to acquire its own main channel if it is needed. 13. Brooklyn Center will have access to "talk- around" channels. 29 14. The suburban PSAP would allow BCPD dispatchers to test for vacant ' positions. ' Weaknesses 1. Further study will need to be done to assess needs and recommend the i necessary steps to be taken. This process could be time consuming. 2. The consolidation would require cooperation from all involved parties, and at this time there is no written commitment to consolidate. 3. The location, capital costs, and annual budget of such a collaboration t are difficult to determine without further study. 4. A suburban consolidation would not have access to a larger pool of ' resources, both in terms of manpower and equipment, that larger dispatch centers would, if a situation dictated its need (although they would certainly have more resources than we now have). Costs ' While phase two of the PSC Alliance study should provide some cost ' information, the actual costs will depend on a number of factors including the number of cities that consolidate, facilities, capital costs, formulas agreed upon for payment, and ' other considerations. Items 'Of Interest In Reference To The Suburban Communities Consolidation As previously noted, St. Louis Park's PSAP currently dispatches for the city of ' Golden Valley, and has since 1999. Their current agreement is a contractual, client/vendor type of arrangement. The formula they are using to decide the amount that Golden Valley should pay is based upon a formula that considers population and tax capacity, with Golden Valley currently paying for 36% of the cost of the annual budget for the PSAP facility. Golden Valley also gives its 911 Funds to St. Louis Park and pays 30 for some PSAP related capital expenditures. The 2004 adopted budget for the St. Louis Park PSAP was $690,843. Both St. Louis Park and Golden Valley have said that they ' prefer a Joint Powers agreement, and are currently looking at changing their agreement. St. Louis Park currently has three operational dispatch consoles and could add another without major construction costs (they would need to move a sheetrock wall). St. ' Louis Park still dispatches off of VHF frequencies, and plans to transition to 800 MHz in mid to late 2005. Richfield migrated to 800 MHz in October of 2003, and has had very ' good results with their new radio system. Although Richfield invested heavily in ' 800MHz equipment, it may be expensive to move to another site. Richfield does not have adequate room for expansion without major construction. In preliminary discussions with the St. Louis Park PSAP Manager Heather Alex, it was determined that Brooklyn Center could consolidate with St. Louis Park prior to their conversion to 800MHz by re- routing Brooklyn Centers VHF repeater lines to St. ' Louis Park. This would be done if it were decided that this was the location that would house the consolidated dispatch, and if there were a need to transfer Brooklyn Center's PSAP prior to St. Louis Parks migration to 800 MHZ. All four suburbs will be going to phase -two of the PSC Alliance study, for further ' study of the feasibility of consolidating their PSAP's. VIII. Consolidation Effects on Department Ancillary Functions ' a. Overview ' As noted in section three of this report, the Brooklyn Center Police Department has been staffed with full -time dispatchers since December 12 1966, and for that time 31 they have provided a number of valuable services for the department and the city. With ' the possibility of a PSAP consolidation that may take the dispatch center out of the police ' department, several areas of responsibility previously assigned to the dispatchers will need to be re- examined. While some of the tasks handled by dispatchers during regularly ' scheduled business hours could be reassigned to office support staff, an examination also needs to be made in reference to after -hours public service and functional issues within the police department, should the dispatchers no longer be here to perform the tasks. ' Among the issues that would need to be examined if there was no longer an on -site PSAP ' include: 1. Do we want to have our lobby remain open 24 hours a day? 2. Who will monitor security in the police facility and on the police ' grounds (i.e. in the unsecured parking lot). 3. Who will confirm hot files, perform CJIS entries, and run criminal histories? 4. Who will maintain surveillance of detained prisoners? 5. Who will book prisoners when there is no CSO available? ' 6. Who will process and enter booking and arrest data? 7. Who will answer after -hours non - emergency phones for the police department? ' 8. Who will monitor our officer's status and safety when they are in the ' Intoxylizer and booking areas? 9. Who will transcribe "in- custody" arrest reports? 32 10. Who (if anyone) will be available at the police department to answer questions for officers, look for booking photo's, research prior ' histories, capture information from previous reports, confirm the status of runaways, etc., after hours? ' b. Surveying of Hennepin County Communities In considering these questions, it may be helpful to examine what other Hennepin ' County agencies are currently doing to address these types of issues. Appendix 2 ' presents a side -by side comparison of how nine Hennepin County communities respond to these questions. A narrative analysis of the results is presented below. Analysis of Surveyed Hennepin County Communities Ancillary Functions A review of the collected data establishes the following: ' 1. All communities have the facilities to book suspects, and use these facilities 24 hrs per day. 2. Eight of the communities have their police officers do the bookings all ' of the time or some of the time, while one (Brooklyn Park) has other employees who the bookings. ' 3. Four of the communities hold suspects for court or investigation. Five ' of the communities only detain suspects for brief periods of time, and ' then transport them to the Hennepin County Jail. 4. While only two of the nine suburbs operate their own PSAP, six of the ' nine suburbs staff their facility 24 hours per day. ' 33 5. Of the three suburbs that do not staff their facility 24 hours per day, ' only one (Crystal) has an alarm system installed. ' 6. Five of the nine suburbs have their lobbies open to the public for walk - in traffic 24 hours per day (New Hope has staff at the police ' department but they do not assist front counter inquires). Crystal has ' the lowest number of lobby hours with 38.5 hours /week. 7. Six of the nine suburbs have staff available 24 hours a day to make CJIS entries, run criminal histories, confirm "hot files ", and assist ' officers on the street with information. 8. The pay range for after -hours personnel who either staffed the front counter, or performed other ancillary functions, ranged from $12.93 ' (New Hopes clerk position at lowest scale) to $23.72 (Brooklyn Park Detention Officers at highest scale). ' c. Booking ' The Brooklyn Center Police Department has Photo Imaging and Live Scan fingerprint processing equipment which is tied to Hennepin County and the BCA as ' required by agreements and contracts. Information that is obtained in the booking ' process is automatically fed into a countywide database. Brooklyn Center Police Officers utilize the departments booking equipment and process as both a procedural obligation for all offense levels and as a means of suspect identification. Bookings are currently ( ) P g Y ' done by CSO's who have been trained in the use of the booking equipment. In the ' absence of a CSO, a dispatcher does the bookings. Dispatchers also enter booking data and file a hard copy of booking information. An officer's presence is procedurally ' 34 required during the booking process, regardless of whether a CSO or dispatcher is completing the booking. While most officers are not trained in the operation of booking ' equipment, there are now some officers who were former CSO's who have the necessary training that do their own bookings, or bookings for another officer on occasion. ' Dispatcher's monitor the area where the bookings take place via CCTV, and inform other officers of any problems in the cellblock. Considerations in booking prisoners on -site vs. at another facility are transport time and the amount of time that an officer needs to stand- ' by while the booking process takes place. Currently, an officer who has arrested a ' suspect has the ability to bring them to the police department, but then needs to remain in the room during the booking process. A normal booking process can be completed in less than twenty minutes. It should be noted that a number of the suspects who are ' booked at the BCPD were already at the facility for a variety of reasons including suspect interviews, Intoxylizer tests, and identification by photograph, which makes booking ' them at the police department more convenient and efficient. When suspects are brought to the HCADC there is often a wait that ranges from several minutes up to a half -hour, depending on the number of arrested persons waiting to be processed into the facility. ' Once the suspect is accepted into the facility by HCADC staff, the officer can leave and does not need to standby during the booking process. An alternative to booking suspects at the BCPD or the HCADC is having them ' booked at the Brooklyn ark Police Department. Brooklyn Park is currently doing Yn p Yn Y g 1 booking and detention for other communities, and has trained detention staff that ' complete the process. Brooklyn Park is currently charging $75 per booking, regardless of ' 35 the level of offense. Similar to bookings at the BCPD, an officer is required to stand by 1 while a suspect is being booked. 1 The following is 2003 information that relates to adult bookings at the Brooklyn 1 Center Police Department: 1 Number of adult bookings at the BCPD in 2003 527 Number of adult Misdemeanor bookings at the BCPD in 2003 227 1 Cost of Photo - imaging annual maintenance contract $2180 Cost per suspect for suspects booked on Gross Misd. &i Felony offenses Free 1 Cost per suspects for misdemeanors booked at HCADC $254 Costs to Brooklvn Center if all Misd. Suspects were booked HCADC $57,658 i - If there were no longer any on -site dispatchers, the following questions related to 1 booking would need to be addressed: • Would bookings still take place at the Brooklyn Center Police Department? 1 • Who would do the bookings in the absence of a CSO? • Who would enter and file booking data? i • Who would monitor the cellblock area in case of a physical confrontation between 1 staff and a suspect? • How is efficiency effected by having to transport all prisoners who need to be 1 booked outside of the city, and/or by officers not having to standby for bookings? • What are the related costs of doing bookings, at HCADC, and at BPPD? 1 See conclusions and recommendations sections for more insight and suggestions in 1 reference to booking related issues. i i 1 36 i d. Detention The Brooklyn Center Police Department currently has an eight cell holding facility that has been approved by the Minnesota Department of Corrections for the housing of adult prisoners for seventy -two hours and juveniles (depending on age and offense) for up to six hours. The facility, which was constructed in 2000, has an approved food i service that offers approved, low -cost, and easily prepared meals to arrested persons held i in- custody at the police department. At the present time there are a number of circumstances for which a prisoner would be held at the Brooklyn Center Police Department, including: i 1. Misdemeanor arrests that are a mandatory hold for court. Brooklyn Center holds some suspects who have been arrested for a misdemeanor crime such as i domestic violence, because the city is charged booking and lodging fees at the Hennepin County Jail. These prisoners are normally held until the next ' available court date, then transported to court by Brooklyn Center officers. 2. Prisoners who have misdemeanor Brooklyn Center warrants are normally held for court. The city would have to pay costs related to booking and lodging these prisoners if they were brought to the HCADC. It is worth noting that ' only suspects arrested by the BCPD with Brooklyn Center warrants are held at the BCPD, suspects with Brooklyn Center warrants arrested by other ' jurisdictions are transported to the HCADC. 3. There are times or circumstances where a suspect may be held for the i purposes of investigation, such as to speak to a detective. Holding suspects for this reason has become increasingly infrequent. 4. The majority of suspects that are lodged at the BCPD are housed in holding cells temporarily for reasons including, but not limited to: i a. To sober up (i.e. in the case of a DUI arrest), or to wait for a sober, responsible adult to pick them up. i 37 b. While awaiting bail or bond on an outstanding warrant. ' c. The prisoner is waiting to be booked and/or interviewed (this is common in incidents where multiple arrests are made in one case). ' d. The prisoner is a juvenile and an officer is awaiting the arrival of a parent. ' e. The officer is making attempts to properly identify the suspect. f. The officer is actively investigating the case for which a suspect is being held (or prior cases that may have bearing on the current case) and he /she is trying to determine the level of offense and potential disposition of the suspect (i.e. if he /she will be released, held in custody, etc). The following is 2003 information that relates to adult detention at the Brooklyn Center Police Department: Number of adults lodged in a holding cell 399 Number of adult Misd. offenders /warrants held for court at BCPD 50 Number of adult Misd. offenders brought to HCADC for Brooklvn Center Misd. offenses or Brooklvn Center Misd. warrants* 86 Cost of lodging Misd. offenders brought to the HCADC $28.82 Der 1 /4 day Cost of lodging offenders with Gross Misd. and Felonv charges or warrants at the HCADC Free ' *In the above figures it could not be determined how many of the offenders brought to HCADC for misdemeanor offenses were held for court, and if they were, how many days they were held before being brought to court. Since the police department moved to its new facility in 2000, the detention of prisoners has been an issue, as there is often been insufficient p ersonnel available to do ' the required checks and feeding of prisoners. This has resulted in both officers and supervisors having to take over the detention responsibilities, which removes them from ' their other assigned duties and responsibilities. For this reason a number of suspects are � P � P ' 38 transported to the HCADC who could have otherwise been kept at the BCPD. The t BCPD also transports to HCADC prisoners who have special medical needs, medication needs (if they do not have it with them at time of arrest), and those who are violent, destructive, or who cannot be identified through conventional methods available in- house. If the BCPD no longer had dispatchers to monitor prisoners via CCTV, there would need to be in- station personnel to monitor the prisoner(s) in the event of an emergency. An alternative to detaining misdemeanor prisoners either at the BCPD or the HCADC would be to contract with the Brooklyn Park Police Department for detention services. Gross Misdemeanor and Felony arrests would still be brought to the HCADC, as there is no fees imposed for these offense levels, and because Felony offenses, when ' charged in- custody, need to be seen in court downtown. BPPD currently detains prisoners for other Hennepin County suburbs, and they have staff available to monitor, feed, and transport prisoners to court. In a conversation with a BPPD administrator, it was felt that BPPD had the capacity to handle detention duties for BCPD. The current fee being charged by BPPD for detention is $50 /day, but this figure may be increasing in the near future. One potential drawback to using BPPD for detention services is in the event that there is some sort of a prisoner medical emergency. If this occurred, BPPD would not accompany a prisoner to the hospital, but would inform Brooklyn Center that the risoner is en -route to the hospital, and the prisoner would again be the responsibility P P� P g p Y t of the BCPD. In contrast, prisoners brought to the HCADC are the responsibility of the Sheriff's department, even in the event of a medical emergency. 39 Questions in reference to detention that would need to be considered if there were no longer dispatchers on -site at the police department would include: ' • Would we continue to detain prisoners at the BCPD? • Would the detentions be only short-term, or would we continue to hold suspects for court? • Who would monitor and feed prisoners, should we decide to continue detaining them at our facility? • How is efficiency affected by having to transport all prisoners who have to be detained, even temporarily, outside of our city? How is efficiency affected by officers and/or other staff not having to perform detention duties? See conclusions and recommendations sections for more insight and suggestions gg estions ' in reference to detention related issues. e. Other Ancillary Functions In addition to dispatching, detention monitoring, and booking, the BCPD police dispatchers perform a number of vital functions, both during and after normal business hours, with a number of these functions being mentioned in the section VII overview. A ' detailed analysis of how many of the ancillary functions would be performed in the absence of a dispatcher is difficult to determine because of the following: 1. The potential dispatch consolidation partners offer differing ' abilities and/or willingness to perform some of the jobs the dispatchers now do. For example, some of the potential consolidation partners would be more willing to answer frequently asked questions from the public, or 40 assist an officer in retrieving information, than would other potential partners. ' 2. A determination as to after -hours staffing would need to be made before any reasonable analysis of many ancillary functions could be made. ' For example, many of the surveyed Hennepin County police agencies have after -hours clerks /CSO's handle front counter contacts, answer non - emergency phone lines, perform CJIS entries, verify hot files, file arrest ' records, type in- custody reports, monitor building security, etc. It would be difficult to project the procedures and operational methods that could be employed without first knowing if there is going to be staff available to perform many of these functions, or if the existing staff is going to be utilized to perform these functions. Until these questions are answered, there are so many different scenarios that ' could be proposed that it is not thought to be helpful to answer all of the potential contingencies. See conclusions and recommendations sections for more insight and ' suggestions in reference to the handling of other ancillary functions. IX. Conclusions 1. The City of Brooklyn Center has been adversely affected by budget cuts, ' including a large cut in LGA funds from the State of Minnesota. ' 41 2. The City of Brooklyn Center began a process to examine cost cutting measures as ' a result of budget cuts, with emphasis on retaining existing staff and continuing to provide core services. 3. The City of Brooklyn Center currently operates it's own PSAP, and has for over thirty -seven years. ' 4. A consolidation of the PSAP with another entity is projected to produce substantial and recurring cost savings. ' 5. There have been previous attempts to consolidate or merge the PSAP with other communities and Hennepin County that have been unsuccessful. 6. Sworn officers and other employees of the Brooklyn Center Police Department were not involved in previous consolidation discussions and/or decision - making processes. In 1993 the sworn staff was vocal in their opposition to consolidation with Hennepin County for dispatch services. ' 7. A survey of sworn officers and dispatchers found that a number of police ' department employees are concerned about a possible PSAP consolidation, and there is commonalities in their concerns as they relate to both losing an on -site dispatch and the resulting effects on ancillary functions. ' 8. In 2003 a study to explore consolidation feasibilities was commissioned by nine Hennepin County suburbs that operate their own stand -alone PSAP's.. The study was done by PSC Alliance. 9. PSC Alliance proposed three potential consolidation scenarios that were specific ' to Brooklyn Center. ' 42 T 10. PSC Alliance found that dispatch consolidation had the potential of cost savings, less PSAP employee turnover, and more training for dispatchers. 11. This paper has proposed three realistic consolidation scenarios, which are: a. Enter into a client/vendor relationship with MECC for PSAP services. b. Enter into a client/vendor relationship with HCSO for PSAP services. ' c. Consolidate with St. Louis Park, Golden Valley, and Richfield in a Joint Powers" relationship for PSAP services. ' 12. Each of the potential consolidations has would have its own unique benefits, ' strengths, and weaknesses. 13. The removal of on -site dispatchers would necessitate changes to existing ' procedures in the booking and detention of prisoners. ' 14. If dispatchers were no longer on site, ancillary functions including, but not limited to, CJIS entries, "Hot Files" verification, lobby hours, building security, front counter service, after hours non - emergency phone line answering, in- custody report transcription, and assistance to officers on the street, would need to be examined and reassigned. 15. A survey of other Hennepin County agencies shows a variety of operational ' methods used to address ancillary functions, with a majority of the agencies (6 of 9) employing 24 hr. non -sworn staff to address many of these issues. 43 X. Recommendations ' 1. The city move into phase two of the suburban consolidation study to further explore consolidation with other suburbs. An analysis of strengths and ' weaknesses of the otential consolidation partnerships reveals clear evidence that p p p t the suburban consolidation has the potential to produce a substantial cost savings ' while producing the most benefits for the agency, as well maximizing customer service for citizens or other callers. An assessment of the viability of this consolidation needs to include not only technical capabilities, but also the degree ' of commitment for the potential partners and a timeline of when a consolidation would most likely occur. It is important to note that St. Louis Park, and by association Golden Valley, are actively seeking partners for consolidation, and ' were the agencies who initiated the PSC Alliance study. With existing, and anticipated, equipment and facilities in place at St. Louis Park, a suburban ' consolidation without Richfield, should they choose not to participate, may still be feasible. 2. Recommendations that take into account departmental needs in reference to booking, detention, and ancillary functions are as follows: a. Booking It is recommended that the police department maintain its own on -site booking capabilities. All of the other surveyed agencies have retained their ability to book prisoners, and with 527 adults booked in ' 2003 there is an obvious need to have an in -house system. It is recommended that CSO's continue to do bookings. It is also 44 recommended that training officers be considered as officers in 8 out of the 9 communities surveyed did bookings at least some of the time. ' b. Detention It is recommended that if the police department decides to employ 24 hr staff to do so (night clerk or CSO) that, at a minimum, temporary detentions be allowed to continue. Long -term detention of ' prisoners at the Brooklyn Center PD should only be considered if 24 hr non -sworn staffing is in place. It is further recommended that long -term ' detention, if done outside of our facility, be done at the HCADC, and not ' at the Brooklyn Park PD, because of the previously described concerns related to prisoner medical situations, officers having to stand -by during ' bookings /lodging, and the negative reactions by employees who ' responded to the question in the employee survey. c. Other Ancillary Functions It is the recommendation of this paper that ' the city staff the police building 24 hours a day. Regardless of the extent ' to which a potential dispatch partner is willing to assist the police department, there are a number of functions (which have been previously ' noted) performed by the olice dispatcher which can not be effectively p P done without staff within our police building. While it is possible to do so, relying on police officers to perform functions such as answer routine ' non-emergency hone calls watch prisoners who are being temporarily g YP � P g P Y detained, respond to the police department to check for information, or ' handle routine matters related to walk -in traffic after hours, it would appear to be an inefficient use of resources. It would also significantly ' 45 take away from our officers available patrol time. Furthermore, from a ' customer service standpoint, it is felt that citizens who either called or ' came into the police department would have a more satisfactory experience with staff in the building then they would with a phone posted ' outside of the building that allowed them to contact an off -site dispatcher. It is also recommended that this staff be able to perform a number of duties including typing, filing, CJIS entry, and that they have knowledge of the city and departmental functions. For these reasons, current police ' dispatchers should be considered as potential prospects for this position. 46 1 Ancillary Functions Analysis � Adequate Dispatch Staffing Analysis 1 1 1 1 1 1 1 '1 1 L! BROOKLYN CENTER C�Ty OF 1 POLICE DEPARTMENT M " z MN RA D MEMO N UM TO: Michael McCauley, City Manager FROM: Scott Bechthold, Chief of Police DATE: August 11, 2004 SUBJECT: Consolidatio E on E ects on Department Ancillary Functions ' As we near the final proposals before the City as it relates to the consolidation or merger of police and fire dispatch services, several areas of responsibility previously assigned to the dispatchers will ' need to be re- examined. The purpose of this memorandum is to identify those ancillary responsibilities and propose a functional plan so that the level of service will not be compromised. ' Background The City of Brooklyn Center has provided full time police and fire dispatching since December 12, 1966. ' Although the primary responsibility is centered on the dispatch function, from the beginning and over time, the dispatchers have ancillary responsibilities that encompass after -hours public service and functional responsibilities within the police department. As a result of this gradual increase in responsibilities over the past 38- years, the dispatch unit has become dysfunctional and has only been held together by the work of a very dedicated staff. ' The ancillary responsibilities the dispatchers provide is as follows: • After hours lobby walk -ups • Monitor building security • Confirm hot files, perform CJIS entries, and run criminal histories ' Book and maintain surveillance of detainee's in the detention facility • Process and enter booking and arrest data • Answer after -hours non - emergency phones • Monitor officer's status and safety when they are in the intoxylizer and booking areas • Transcribe "in- custody" arrest reports • Be available to look for booking photo's, research prior histories, and capture information from ' previous reports • Take care of vehicle releases (holds only as we are shifting releases of non -holds to the towing companies It has already been determined that these responsibilities, for the most part, will not be provided in either a merged or consolidated dispatch agreement. If left unresolved, the burden will be shifted to street officers and/or clerical staff. Based upon the existing staffing and workload projections in these two divisions, the added responsibilities would have a significant negative impact on the delivery of service to the public. For more detailed information regarding costs and activity associated with the major ancillary ' responsibilities, please refer to Sgt. Nadeau's January 2004 report, Consolidated Dispatch Partnership Feasibilities and Resultina Effects on Department Ancillary Functions. ' Recommendation ' It is the recommendation to staff the police building 24 hours a day. Regardless of the extent to which a potential dispatch partner is willing to assist the police department, there are a number of responsibilities performed by the police dispatcher that cannot be effectively done without staffing the building. While it is possible to do so, relying on police officers to perform functions such as answer routine non - emergency phone calls, book and watch prisoners, respond to the department to check for information, ' and handle routine matters related to walk -in traffic after hours, would be an inefficient use of sworn staff The recommendation that I submit for consideration is to adopt the 24/7 station community service officer ' (CSO) model that was implemented by the Golden Valley Police Department after they transitioned to St. Louis Park for dispatch services. The station CSO proposal would be responsible for the majority of the above listed ancillary functions as well as taking walk -in citizen reports that do not require a sworn officer ' to investigate or follow -thru, CJIS entries, typing, etc... The breakdown for personnel costs are estimated as follows: ' Four full -time $167,680.00 • Includes wage and benefit estimates • D 14 -A pay rate Note: The D -14 rate is being used because ' of the detention responsibility. • Estimates are based on 2004 second half wage rates ' 832 hours of P art-time $11,640.00 ' • Weekly, sick, holiday, vacation and training coverage ' Estimated Personnel Total $179,320.00 It should be noted that this figure does not include operating costs or a one -time cost for workstation � P g remodeling. g eo 1 8 BROOKLYN CENTER Y ° F , POLICE DEPARTMENT MN MEMORANDUM TO: Michael McCauley, City Manager FROM: Scott Bechthold, Chief of Police ' DATE: September 23, 2004 SUBJECT: Independent Dispatch Option ' The information listed in the table below draws a comparison between the current dispatch operation and one that would add the necessary staff required to become a fully effective operation. The amounts listed reflect estimated wage and benefits, overtime, and operating costs for the 2005 budget year. City of Brooklyn Center Independent Dispatch Option ' Current Dispatch Option Proposed Dispatch Option 6 Dispatchers 9 Dispatchers 1 Supervisor 2 Part-time 1 Supervisor Wage, Benefits, and Overtime 412,243 585,743 ' Operating Cost 131 131,135 Total Dispatch Annual Cost $543,378 $716,878 800 MHz Capitol Cost (2005 only) 703 703,300 2005 Grand Total Wage, Benefits, Overtime, Operating, and 800 MHz $1,246,678 $1,420,178 1 1 1 1 1 1 1 1 Phase II Study Proposal 1 1 1 1 1 1 1 1 1 1 -City of Brooklyn Venter A Millennium Community To: Mayor K.ragness and Council Members Carmod . _Lasman, Niesen, and Peppe Michael 1 J. Mc _ a From Mi e C ule City Manager Date: March 4 2044 Re: Phase II Dispatch Stud The Phase I dispatch study identified significant potential cost savings that might be obtained through joint dispatching efforts. Bloomington, Brooklyn Center, Eden Prairie, Edina, Golden Valley, Hopkins, Minnetonka, Richfield, and St. Louis Park were the main participants. Minneapolis and Hennepin County participated in the meetings. Minneapolis and Hennepin County have approached the issue of dispatching from the perspective of being a potential provider of services, as opposed to partnering with cities in jointly providing a service. We continue to explore what those options may look like as information is developed by Hennepin County and Minneapolis on what service would potentially be provided, what it would cost, and what implications the service ' configuration would have on service delivery in Brooklyn Center. Of the participating cities, Richfield, St. Louis Park, and Golden Valley have indicated a desire to go forward with a Phase II study to actually develop an implementation plan that would delineate how. consolidation could be structured in the specific case. The statement of work form PSC ,Alliance is attached. The Phase II study would focus on: • Policy Operational mechanics • Governance for joint dispatching • Delineation of services to be provided and protocols for service delivery I • , Siting for a joint effort • Staffing, training, and workload • Technical specifications and coordination • Budget and cost allocation frameworks The Phase I study indicated a potential operating savings well, in excess of $100,000 per year. We would anticipate capital savings through consolidation. The cities that hive elected not to continue generally have a current preference to be a provider of service but not a consumer or joint participant. That is, they want to maintain their own dispatch i under their own control. Our motivation for going forward is a desire to reduce costs, provided acceptable dispatch service can be provided. Cost reduction involves both operatinia costs and capital costs for dispatch hardware and software. We will need to 6,101 Shingle Creek Parkway y Recreation and Communit y Center Phone & TI?Z? Number Brooklyn Center, MN 55430-2199 (763) 569 -3404 City Hall & TDD Number (763) 569 -33110 FAX (763) 569 -3434 FAX (763) 569 -3494 www. cityo fb rooklyncenter. org migrate to 800 mhz. Partnering with other cities, especially if a partnering entity � � �' � sP Y P� g � Y w already 800 mhz. capable would have potential cost savings. This Phase II study will provide the informational framework within which to effectively evaluate and understand the costs, structure, and service parameters for a joint dispatch operation. The results can then be compared rationally to our current situation, Hennepin County, and the City of j Minneapolis. Funding for our share of Phase II would be taken from the police budget and/or central supplies initially. We would look into potential grant reimbursement for the expenses. i 4921 Fft A South 4121 55409 Fax: 617 OV.6072 ALLIANCI ToS 171 FebruVY 24, 2004 Ms. Headier AkK C*j of ant Louis Park 3015 R~ Avenue Soft Rafe W4 Re: Phan 2 — cmmbmg Work 011spatch ComolidatIAM ' Thank you for the o y to quote pvIesslonail few to center, Golden v : iti' Louis Paris with Muw 2 dispatch consolidation planning effixtL The updated on behaff of the conmuhifies an Fabnary 19, 20041 #:23 PH] is accepted by PSC Affience UK. Wkw the scope and tasks decabod in SOW as the bade for ow service eft ft the t be $66,000. We rook forward to the opportunity to s* ' maject and appimme the corwMing stn► crs of the 0 Snow* Pw Alliance ice: Jeff Nelson Suggested Statement of Work Phase 2 — Dispatch Consolidation Analysis PSC Alliance Inc. has submitted a feasibility report setting forth Phase 1 planning considerations for public safety dispatch consolidation in Hennepin County. i This document sets forth a proposed Statement of Work (SOW) to develop an impAwwtation plan for dispatch consolidation. Hereinafter in this document these work tasks are described as the Phase 2 — SOW. Participating beneficiaries of the plan would be the cities of: ' • Brooklyn Center • Golden Valley • Richfield • Saint Louis Park This Phase 2 SOW will take the project to the milestone of final community approval at the staff level for dispatch consolidation implementation. ,Wh Level Scooe Areas of Phase 2 exploration will include additional detailed analysis of the following factors: • Policy. We will develop recommendations for the specific polies, missions, service goals, and service delivery oversight expectations for consideration at the community and department level. • Operational We will develop recommendations for the specific operational, logistical, and procedural Issues and will help facilitate reconciliation to Implement four community dispatch consolidation. • Governance Provide an analysis of governance options and recommend a governance model that would meet individual participant needs • Service Identify the kev areas of service del c+ urrentty provided tp internal and customers and show how thp. c urrPnt levgis cquJ0 be maintained an dlor improved in a c n olidated center. • Site. We concur with the group's desire to explore site options for a consolidated dispatch center. These site options are: the three existing police facilities, new construction or ' relocating to another existing building. • Staf, Training, & Wo4ked- We will develop recommendations after further analysis of work load factors within each community. The intended use of this Information will be to establish future PSAP staffing levels and required staff gaining. • Technical.• We will assess and recommend the appropriate technical facilities (radio telephone, computer, etc) needed to support consolidated PSAP operation for the participants. • Financial.• We will develop budget documents and cost apportionment formulae. Our financial analysis will include a capital budget to undertake conversion to consolidated status, a suggested first year's operating budget, and an operating budget for years 2 and 3. We will prepare summary financial data that compares these projected operating budgets ' with operating cost.data for calendar 2003. Cost projections will be adjusted for Inflation. Our work will "drill down" into each of these factors to investigate the specific tasks described Flow. Our ' deliverable will be a multi- agency dispatch consolidation implementation plan. The plan will be interred for local review and approval by each participating community and will include both short term (lam than S years) and longer germ (6 -8 year) planning considerations. ' Presentation of deliverable(s) will Include the following: a) A draft report with a comment period of ten (10) business days b) A final report c) Presentation of final report to the project steering committee d) Presentation to the city council of each of the four cities Specific Work Tasks PSC Alliance Inc. proposes to undertake the following work tasks to complete the Phase 2 SOW: Policy 1. Evaluate and recommend workload factors. 2. Establish expansion possibilities to position the consolidated entity to receive other cities In both the short and longer term. 3. Recommend the organizational, management, and process structures necessary to address ongoing service delivery issues. 4. Identify the action steps, recommended task assignments, and procurement options fora specific implementation plan. S. Establish timellnes and schedules. Governance 6, Identify a governance models that have been used successfully in similar consolidated dispatch centers and recommend a model that, based on the information gathered, would best meet the needs identified by the participants. service levels ' 7. Identify the service Impact members that each community may notice In a consolidated effort, 8. Determine the specific steps which need to be taken to maintain or enhance level of serves currently ' provided in each city. 9. Meet with chief or delegate for both dice and fire of each agency to explore level of service desired . as part of new consolidated center 10. Provide a comparison of how consolidated service levels would compare with existing service levels of each community and Hennepin County Sheriffs Communications. Operational 11. Observe current PSAP operations to understand current'mission and how currently executed. (Pour hours of a shift) Recommend areas to be modeled or improved upon. 12. In each agency, ride along in squad on patrol to see overall mission of the }dice _agency and how dispatch currently serves field staff. Recommend areas to be modeled or improved upon as they relate to dispatch operations. 13. Monitor police and fire radio traffic for various time frames to better understand dispatch /polk*ffre current operations. 14. Recommend staffing levels and service delivery options that impact personnel and operating costs. 15. Recommend recruitment and training policies. 16. Recommend appropriate policies and procedures pertaining to staffing. ' Technical 17. Inventory current capital equipment and technical connections relating to voice and data communications, 18. Determine voice and data technology needed to satisfy political, operational and management objectives to operate the consolidated center. 19. Determine equipment to be redeployed, modified, or enhanced. 20. Meet with current exttmal service providers (LOGIS, Qwest, MRB/Hennepin Sheriff's Radio) to understand both existing equipment, connections, and fees as well as proposed at a consolidated location. 21. Identify the legacy radio equipment which will be required to effect MRB connections. 22. Identify what telephone and other external connections will be required at a consolidated center. 23. Determine how a catastrophic failure at the consolidated PSAP is prevented and also mitigated for immediate and long term backup. Establish backup facility and process recommendations. .24. Explore fire station alerting systems in place and determine how they fit into consolidated dispatching scenarios. 25. Establish suggested floor plans for three PSAP scenarios. 26. Identify the changes/additions to facilities/physical plant that would be needed in existing or new space to handle dispatching for four or more agencies. 27. Identify and recommend the connections to ancillary technical facilities such as the Metro Radio System, LOGIS, Qwest, and the State of Minnesota CIDN. 28. Identify the single points of failure that need to be addressed with contingency plans. 29. Resolve the building control /monitoring Issues existing in current PSAPs. Financial 30. Identify line Item non-labor operational costs in detail at each existing PSAP. Which costs would continue, which would move to a consolidated operation, and which would .discontinue. 31. Determine costs for consolidated operations for both short term (up-front) and long term (recurring) operations. 32. Identify and recommend the existing technok)gy "equity" which agencies may bring to a consolidated effort. 33. Develop a recommendation for a consolidated PSAP financial model. 34. Develop cost sharing formulae. 35. Update data spreadsheet to generate a cost scenario that Includes all four of the cites. cost Pending Cooperation We expect that officials will: 1. Assign a primary contact who has the authority to make decisions, answer questions, and provide general contact liaison with us on behalf of the project. This person should be able to provide the time necessary to fulfill the liaison role, volunteering suggestions, setting up local meetings, and clarifying our approach as necessary. **Heather Alex and Jay Henthorne would co-manage the project. 2. Keep us aware of any change in your intentions which could affect the implementation process. 3. Provide copies of documentation pertinent to our prosecution of the work to include any past technical studies, equipment records, staff surveys, evaluations, and planning reports and permit us to contact your telephone, computer, and two-way maintenance contractor(s) on your behalf to secure information necessary to conduct the evaluation. 4. Inform us of known or anticipated obstacles to completing our tasks as contemplated. S. Provide reasonable access to your facilities (to include meeting rooms as necessary), staff, and representatives as needed to prosecute tasks set out above. 6. You agree that local officials will facilitate our access to enter upon public and private land necessary to pursue our work, Further, If we request in wNng, you will provide escort to PSCAlliance Inc. team members to required locations to observe opening of covers, removal of panels, or otherwise expose field conditions necessary for us to properly conduct our survey work, 7. Reasonably consider our recommendations In the execution of policy and contract award decisions. 8. We are not responsible for identifying the presence of and/or planning for designs associated with asbestos, PCBs, and other hazardous materials. 9. Contact liaison will coordinate timely local review and approval, correction, amendment of submittals and draft reports and forward consolidated comments; from the City or partneiing communities. 10. There is no requirement for short term recommendations for modification or improvement equipment or facilities not explicitly identified in the task statements above. Additional Work PSC Alliance Inc. anticipates that we will undertake the work set forth herein in cooperation with the senior staff of the affected departments and communities. We will be pleased to support local officials in other venues and with other interest groups but have not included that work In this Phase 2 SOW. For additional services and tasks our standard fee and expense schedule will apply (as set forth in the Phase 1 contract) unless other arrangements have been negotiated. 1 Member introduced the following resolution and moved its adoption: RESOLUTION NO. RESOLUTION AUTHORIZING PARTICIPATION IN PHASE II DISPATCH STUDY WITH THE CITIES OF GOLDEN VALLEY, RICHFIELD, AND ST. LOUIS PARK AREAS, the City of Brooklyn Center participated in a Phase I multi -city study of ' public safety dispatching that was coordinated through the City of St. Louis Park; and WHEREAS, the cities of Golden Valley, Richfield, St. Louis Park, and Brooklyn Center have discussed proceeding with a Phase H dispatch consolidation planning study; and WHEREAS, St. Louis Park has negotiated a Phase H Statement of Work with the consulting firm that was selected to conduct the Phase I study through a Request For Proposals; and WHEREAS, the Phase H study would be a detailed study to review and make recommendations related to implementation planning for potential dispatch consolidation; and WHEREAS, the results of the Phase I study indicated a potential substantial monetary 1 savings through consolidation; and NOW, THEREFORE, BE IT RESOLVED by the City Council of the .City of t Brooklyn Center that participation in the Phase lI dispatch consolidation planning study coordinated through the City of St. Louis Park involving the cities of Golden Valley, Richfield, St, Louis Park, and the City of Brooklyn Center be and hereby is authorized and the City Manager is authorized to commit to the City of St, Louis Park that the City of Brooklyn Center will participate in the Phase II study and pay up to $ 16,500 as the City of Brooklyn Center's share in the joint study. ' March 8. 2004 Date . Mayor ATTEST: ' City Clerk The motion for the adoption of the foregoing resolution was duly seconded by member ' and upon vote being taken thereon, the following voted in favor thereof. and the following voted against the same: whereupon said resolution was declared duly passed and adopted. � Executive Summary of Phase I Report 1 1 1 1 1 1 i I� 1 1 4921 Fifth Avenue South Voice: 612 720 -5843 info @pscalliance.com ;W Minneapolis, MN 55409 Fax: 612 825 -8972 www.pscalliance.com . P.Sc ' ALLIANCE Toil Free: 888 384-9171 y FINAL REPORT t ®R City.of Saint 'Louis Par Minnesota and Partnering . Communities ; Public Safety Answering Point (PSAP) Consolidation* Analysis . Project ID #03 -D -25 -025 ' submitted to y' Heather M. Alex PSAP Manager St Louis Park Police Department 3015 Raleigh Av. S � ^ St. Louis Park, MN 55426 date '" .2� . December 11, 2003 Address Inqui ries to: 4ri b - .. ]eff Nelson Y�: PSC Alliance Incorporated e -mail: ieff.nelson(aoscalliance.com .?` - .. Warms'*'/ � s'a� • ^ s: ��• m wcmu:.; �as�nu. �ytrs . �; wa: uwraum.rwsaw.c+:m++nmwuncsuawx ... .,..,, ,...,. _ ..•...... aMaw.. �+. y, w++ www. w.. w. aw. wwww+.+. n�ao. nws. w.+ auw. vn, uYmm:. zuweai�n�vu . +arr.+amw,enwwY.+aara+u� +rw�iau: r` r TABLE OF CONTENTS Tie Facie .� Abstract .......................................................... ..............................1 A ' Acknowledgements ......................................... ............................... 2 Research & Report Preparation .................... :.................................. 2 Executive Summa .......3 u ' Consolidation Scenarios .................................... ..................:...........5 a Background .......:............................................. ..............................5 State of Local Public Safety Dispatching ............ ..............................9 CommunitySnapshots ..................................... .............................13 - Bloomington .................:............................... ...........................:.13 ! BrooklynCenter .................................:.......... .............................15 EdenPrairie ....:.............................................. .............................17 i ' Edina ....................::..................................... .............................19 Golden Valley Hopkins.:....................................................... ...........................:22. f Minnetonka............................................:.... .............................24 Richfield ..................................................... ............................... 25 SaintLouis Park ............................................ ........:....................26 ' :... - .. Minneapolis .....,......:....: ............:...:............ ............................... 27 - ... .... Hennepin County . . 29 Key Question — Consolidation Feasibility ......... ............................... 33. Governance ........ ............................. ............................... 41 SitingOptions ..................:............................ ............................... 48 SiteConsiderations ......................................... .............................51 Future Possibilities - Alternative Service Delivery ........................... 52 - - . Scenarios .. .. .... .................................................................. ........:......................... .................................... 57 -61 Unresolved Issues. 62 PolicyIssues...... .............................................. .............................63 M Conclusions ................................................. ............................... 65 . Appendix 1A — Final 2002 . Operating Data & Scenario Detail Appendix 16 — 2003 Partial Data Appendix 1C — Available Capital Expense Data Appendix 2 — Detention Data — Provided by MN Dept. of Corrections ' Appendix 3 — Study Group Membership Copyright @ — PSCAlliance Inc. — Minneapolis, Minnesota, December, 2003: This document has been prepared under r contract for the exclusive use and benefit of the communities identified herein under a master . contract with the Qty of Saint Louis Park; Minnesota. Reasonable care has been exercised in' the project analysis, report preparation, and recommendations contained herein.' Information is believed accurate as noted herein. Written application for other use, distribution, duplicating,. or publication of this document or its contents shall be governed by written conditions established by PSCAlliance Inc Corrections or requests for clarification may be addressed to PSCAIIIance Inc. at the address shown .on the cover page. 1 PSC A L L I A N C E ABSTRACT 9 -1 -1 call answering and public safety dispatching in Hennepin I County, Minnesota, is performed at three organizational levels. Overall there are eleven (11) PSAPs 1 serving 47 communities. (The Metropolitan Airports Commission (MAC) also operates a stand -alone PSAP serving the public safety communications needs .;; at the Minneapolis -Saint Paul International Airport campus.) ;A Hennepin County, through the Office of the Sheriff, provides PSAP services to 35 dependent communities scattered across the County. Minneapolis provides similar services to residents within F�; the jurisdictional boundaries of that City. Eight (8) other communities operate stand -alone PSAPs. For more than two years, the City of Saint Louis Park has been leading a variety of Hennepin County suburban cities that currently run independent Public Safety Answering Points (PSAPs) to explore the feasibility of ' PSAP consolidation. The partnering communities in that analysis are: ■ Bloomington w.r Brooklyn Center. ?; Eden Prairie Edina Golden Valley ■ . Hopkins Minnetonka Richfield n _H Saint Louis Park PSC Alliance Inc. was retained to help organize and focus a formal analysis of PSAP consolidation and produce this report of observations and recommendations. Bloomington and Minneapolis jo ined the study dy in- progress; Minneapolis' participation scope was w1 narrowed to just an analysis of providing service to others. Hennepin County also joined the study in- progress through the County Administration. As this draft report is written, the Sheriff's w ) Office has not elected to formally participate in the study although the radio system management staff provided useful technical n insights which are summarized in this document. td There are multiple factors driving these jurisdictions to explore the e -y feasibility of consolidating dispatch services now. They include: �Fa Y • Duplication of some services provided in each community with ` significant g personnel and technology overhead. Staffing coverage and turnover issues cause inefficiencies. 1 PSAP is Public Safety Answering Point. 2 Bloomington joined the study much later than the original partners, but interviews & data gathering have been completed and relevant information is included in this report. Final Report c0 December 11 2003 Page 1 PSC A L L I A N C E • Aging telecommunications infrastructure along with partially funded upgrade opportunities driven by recent roil-out of the 800 MHz Metro Radio system. • Grant funding for Metro Radio Board (MRB) system participation. and transition onto that system by some partners. • Escalating operational and capital costs when city budgets are already strapped 3 . The principle focus of this study has been to determine the political and operational feasibility, opportunities, and obstacles associated with creating a duster, or clusters of PSAP(s) that would serve all the communities in the analysis. A secondary focus has been to examine the possibility of reorganizing and consolidating dispatch functions into existing PSAPs within Hennepin County based on a city's interest in offering service to others. The key question for'this study is: "Is it feasible to consolidate PSAP services to save money while maintaining acceptable levels of service?" This document is organized in both narrative and tabular data . format. Narrative is contained in the first section. Three spreadsheet appendices follow containing: Appendix 1A. Final 2002 Operating Data & Scenarios Ap pendix 1B: 2003 Partial Data Appendix 1C: Available Capital Expense Summary Data Appendix 2: Detention Data Appendix 3: Study group membership. ACKNOWLEDGMENTS PSC Alliance Inc. gratefully acknowledges the cooperation provided by local officials of the participating governmental agencies. A list of resource personnel who we relied upon during this project is found in Appendix 36 Particular thanks are expressed to Heather Alex, PSAP Manager, City of Saint Louis Park and Charlie Meyer, City Manager, City of Saint Louis Park, for their assistance and leadership during the course of this project. RESEARCH & REPORT PREPARATION Primary efforts relating to the interviews, research, data clarification, and preparation of this report have been performed by Thomas M. Nelson and Russell J. Sinkler of PSC Alliance Inc. 3 The impact of budget varies in the different partnering communities. Final Report @ December 11, 2003 Page 2 :} I :ISC A L L I A N C E EXECUTIVE SUMMARY Excluding the PSAP operation of the Hennepin County Sheriff's Office, there are 77 PSAP employees providing front line service every calendar day in the ten (10) Hennepin County communities which are the subject of this analysis. These 77 on -duty personnel are part of a pool of more than 162 PSAP employees collectively on staff to serve these communities. Aggregated annual PSAP staff costs exceeded $8 Million in calendar 2002 and reached more than $9 Million if contractual and other operating costs are factored in. Employment turnover amongst the 10 PSAPs averaged about ten „+ percent in calendar 2002 with some PSAPs having no turnover and one PSAP turning over more than half of its staff in calendar 2002. PSAP employees collectively processed more than 1 million telephone calls for service during calendar 2002 resulting in approximately 450 000 dispatched events during the same eriod. PP Y � P 9 P When 9 -1 -1 calls processed are evaluated per capita, efficiency ratios range from $0.29 /calls /capita to $0.75 /calls /capita. These & efficiency ratios translate into an operating cost range of $12.20/9 - 1 -1 call to $52.05/9 -1 -1 call processed. Saint Louis Park which is already operating in a consolidated dispatching operation has the lowest cost of the suburbs per 9 -1 -1 call processed at $19.99/call in calendar 2002. Hopkins, operating the smallest PSAP, had the highest cost per call, but that cost is mitigated somewhat by Hopkins' operational practice of multi- tasking its dispatchers to =� perform other public safety duties. Hopkins also uses non- dispatchers to cover the PSAP in the absence of dispatch personnel. It should also be noted that available operational metrics were r� primitive in many of the communities. Therefore, one might argue aa4�S that any given "cost per call” is higher or lower than it should be. When looking at relative agency positioning on a "cost per call" continuum, it is clear that basic assumptions can be safely made and the basis for these assumptions were thoroughly discussed o e assn p g y with the study group representatives. Except for the Minneapolis PSAP, none of the suburban 4 e communities could assimilate more than one or two more operating positions without remodeling and acquisition of more PSAP equipment. Minneapolis completed a major upgrade of its PSAP facility within the past year and has the necessary . telecommunications facilities to provide contractual dispatching services to interested suburban municipalities. All of the communities involved in the analysis expressed an academic interest in consolidation, but only Brooklyn Center is now poised to find a suitable partner from which it would receive dispatching service. In calendar 2002, Local Government Aid (LGA) contributions, as a percentage of city budgets were highest in Minneapolis, Richfield and Brooklyn Center. �.1 Final Report © December 11, 2003 Page 3 10 P ALLIANCE a: Lowest levels of LGA in relationship to city operating budgets were found in Edina, Eden Prairie, and Minnetonka. Generally there are more procedural PSAP similarities than differences among the communities participating in the study, which is an important factor in reconciling suitable partnerships for ' a shared service venture. Edina's procedures are the most unique of any of the analyzed communities, because Edina's fire department also provides Advanced Life Support (ALS) ambulance` service and its PSAP staff provides pre - arrival medical intervention instructions. None of the other communities provide pre - arrival instructions directly; rather, those services are provided by transferring the caller to health care personnel for telephone intervention. The majority of the analyzed communities are now receiving (or will soon receive) information technology and software support from LOGIS. Therefore LOGIS, and by implication LOGIS' future contractual relationship with Printrak Software, is effectively the ' defacto standard for PSAP computer assisted dispatch in these communities. Of the suburban communities, Edina has the most comprehensive plan for Metro Radio system migration and upgrade of its PSAP to interconnect with that network. Hopkins is poised to order PSAP equipment for Metro Radio migration concurrent with the public ; ' safety building expansion plans. Bloomington is actively evaluating and negotiating its radio future with the Metro Radio Board. Richfield is the only suburban PSAP already enabled on the Metro ' Radio network. While Richfield's police have already migrated onto the Metro Radio network, the fire department has postponed such a move until such time as adjoining fire agencies (Edina and MAC) 1: are ready in order that seamless radio communications a ' interoperability can be maintained. Only three of the PSAPs'have suitable automated management "tools "for accurately evaluating PSAP telephone activity levels and G service trends. Therefore, for most of the communities, some �. portion of the telephone traffic levels depicted in Appendix 1 to this narrative are based upon staff estimates. The call counts for 9 -1 -1 calls documented in Appendix 1 were taken from Metro 911 ? Board data and reflect consistency in terms of the way the information is collected. t R Final Report © December 11, 2003 Page 4 �y- r � rr' -,- rs C A L L I A N C E Consolidation Scenarios Appendix 1A (starting page 3) contains five scenarios which are intended to stimulate discussion and help the communities focus ' on consolidation opportunities. The scenarios are: Status Quo: Scenario 0 Maintain the status quo at no net change in cost or effectiveness. k o;; Minneapolis Serves Brooklyn Center: Scenario 1 ~° Minneapolis - provides service to Brooklyn Center at an initial cost of $14.64/9 -1 -1 call. We forecast that this arrangement could save Brooklyn Center more than $240,000 /year depending upon local decisions which may be made to reduce staffing. Five Community PSAP: Scenario 2 A 30 percent reduction in cost of 9 -1 -1 calls processed, in aggregate. This translates into approximately $680,000 saved annually, in aggregate across the five communities. Two - Community Consolidation: Scenario 3 ;? • Edina and Richfield collaborate to achieve improved efficiencies and modest reductions in cost per calls serviced for Richfield. This >i translates into an annual savings estimated at $142,000. Nine Community PSAP Consolidation: Scenario 4 �r All nine independently dispatch suburbs collaborate in a 2 j consolidated center. Aggregate enhancement in efficiency and cost sharing with a fundamental cost component (capital infrastructure) unknown due to need for consensus on a new PSAP location. Anticipated aggregate operating cost savings of $1 Million /year could be realized. Three Community Consolidation: Scenario S Richfield would join Golden Valley and St. Louis Park as a Y participant in an expanded and upgraded PSAP located in St. Louis Park. Estimated recurring aggregate cost saving is forecast at $383,675. BACKGROUND ' Overview of the Project and its Genesis rte The principle focus of this study has been to determine the feasibility, opportunities, and obstacles associated with: �t Creating a cluster- or clusters - of PSAP(s), that would serve ..� some or all of the communities. 4� \. +Y Final Report © December 11, 2003 Page 5 1 - .M 1 PSC A c t I A w t E • Reorganizing and consolidating dispatch functions into existing PSAPs in Hennepin County driven by those cities expressing an interest in offering service to others. a 1 The key question for this study is: :� 'd "Is it feasible to consolidate PSAP services to save money while maintaining acceptable levels of services ?" Factors Bearina on the Problem 1 The driving force for these cities to explore the feasibility of consolidating dispatch services at this time is driven by multiple factors: t : 1 b, Duplicate services provided across contiguous communities ' with significant overhead. 1 • Perceptions that in most suburban communities there is an inefficient use of human resources, particularly during non - 1 peak time periods. • Difficulties encountered by public safety management with t' maintaining adequate levels of trained personnel to deliver 1 dispatch services. • Lack of sufficient on -duty personnel in most suburban communities during peak loading periods creates unsafe conditions for field personnel and negatively affects service levels for the calling public. 1 The speed, depth, and breadth of technological change and equipment obsolescence which requires higher levels of technical competency and staff focus, as well as more rapid 1 and comprehensive upgrading of hardware, software, and user: skills. 1 Aging infrastructure that in some communities has created dangerous levels of vulnerability: in some cases, radio r: equipment has simply ceased operating during events impacting both employee and citizen safety. t • Public and field personnel expectations continue to increase over time requiring improved selection and retention 1 strategies, greater professionalism, more and better training, ; requiring more specialized management focus and attention to the dispatch functions and related personnel. ` 1 • Pressures to professionalize the dispatch environment require greater awareness and diligence regarding measurement and 1 improvement of performance. Often, this requires an Final Report © December 11, 2003 Page 6 PS C IZ A LLtA NC 6 investment in specialized equipment to capture call processing metrics 1 w:� The need for greater inter - operability and ease of inter - agency communication by public safety agencies _has enhanced their ` interest in participating in the 800 MHz Metro Radio system; �a 2 this interest, when acted upon, has significant fiscal implications, both in capital and operating expenses, for agencies that choose to participate. • Managing a professional dispatch operation is more challenging when some communities' loss of local government aid from the state jeopardizes their capacity to fund all capital and operating expenses at the levels needed a A Foundation of Cooperation There is a strong history of cooperation among the various. partnering communities. Mutual Aid and Auto Aid agreements interlace both fire and police departments in many of the communities. Many of the agencies have similar expectations of i their current dispatch centers. Competent, effective, and timely public safety service delivery is a core mission for all the R{° communities. ;�s,;) Various departments already share certain resources with other ' participating communities. SWAT and ERT groups share members from various law enforcement agencies and cooperate to save costs of individual teams in each city. In the fire service, %cF) some agencies specialize is different facets of rescue and suppression. This allows for a broader base of specialties in the region without requiring specialization in all areas within every department. �a Most of the partnering communities are either already members, or are heading toward the LCGIS 6 joint powers agreement for Xt various technical services and software /database management. ti The cities currently using LOGIS in their PSAP are well positioned to facilitate consolidation of PSAP operations due to the common - software platform already or soon to be in-place. 7 i A new cooperative initiative in the southern portion of Hennepin County has been the construction and operation of the South `'te Metro Training Center (SMTC). This facility, located by Braemar Park in Edina, is run via a joint powers agreement. The SMTC partners are Bloomington, Eden Prairie, Edina, and the 4 The impact of budget varies in the different partnering communities. 5 SWAT is Special Weapons & Tactics. ERT is Emergency Response Team. ti w, 6 LOGIS is Local Government Information System (an inter - agency informational technology venture). 'I 7 The LOGIS software platform is presently undergoing a phased upgrade. All LOGIS subscribers are eligible to benefit from this software upgrade. Final Report © December 11, 2003 Page 7 y.waxx.y.0 ., .. .. Y.. ..;••.... e.... x. wvw• u.......• w«..•.. w...• ss... w... u.....•. me...•....•...•. e. ......... ...._— ._.— «�.w...w._._�_ _._ . _ _... _ _ PSC A L L I A N C E Metropolitan Airports Commission (MAC). SMTC will provide training facilities for both Fire and Law Enforcement agencies with a large facility for both operations. The plan for the facility. its to allow partnering members' access, as well as the possibility for +' ' rental by non - participating agencies. In the 1990's, the cities of Crystal, Golden Valley, and Robbinsdale ' also operated autonomous PSAPs. Crystal and Robbinsdale shiftedy their dispatch function to Hennepin County in 1993 and New Hope followed. Golden Valley transferred its dispatching function to Saint Louis Park in 1996. These three cities illustrate how dispatch consolidation already works for some jurisdictions using different service models.within Hennepin County. ' Methodology The following steps were used to complete the study: 1. Defined the current state of dispatch operations including assumptions, key issues, and performance perceptions. 2. Conducted fact- finding interviews with city managers, fire chiefs, police chiefs, PSAP managers, and select other relevant ' sources. 4 3. Collected, formatted, distilled, and analyzed demographic, expense, operational, and performance data. Attempts to ' collect capital cost data have been made but this data set remains incomplete as this report is published. 4. Determined factors bearing on the question of feasibility and ' evaluated accordingly. ". S. Identified critical success factors and other relevant criteria. c` 6. Developed service delivery options for comparison and consideration. 7. Applied timeframe parameters to options. 8. Identified prospective site and governance options for any resultant consolidation effort. ' 9. Prepared financial models for select service delivery options. 10. Developed recommendations: 11. Identified unresolved issues and action plan elements for next steps. y 12. Crafted the study outputs into a draft report. 13. Engaged study group participants in discussion of the draft report. ` 14. Formalized the study outputs into a final report. Overview of Data Analysis Activities PSC was commissioned to undertake the work documented in this t report starting in mid - August, 2003. We conducted detailed { ' interviews with city managers, fire and police officials, and a , limited number of PSAP management contacts. We then provided data collection instruments to the study project. ' manager, Heather Alex, PSAP Manager, Saint Louis Park, who ' Final Report © December 11, 2003 Page 8 P �;rt ALLIA NCE reviewed them with us and distributed them to the respective ;s contacts for the various instruments. nom,. After developing detailed data collection tools to catalog, analyze, compare, and generally qualify the data elements, we populated the spreadsheets and returned them to the respective contacts to a review and approve. It should be noted that although we collected information for year 2002 and year 2003 (year -to -date 2003 through 8- 31 -03), our comparative analysis and recommendations were based on the 2002 end of year data because the information k" was deemed more reliable and complete. In several cases, we found discrepancies between the reported numbers and the "official numbers ". We also found various T" inconsistencies related to the different operational definitions that individuals and communities applied to the data element(s). In t addition, while most communities were adamant about providing high levels of service, many had little or no data to demonstrate or • support some of their dispatch service quality claims. In order to standardize 911 call counts per PSAP, we contacted the Metropolitan 911 Telephone Board to provide official information for this metric. To quantify how much detention activity was generated at each agency's holding facilities, we contacted the y Department of Corrections to acquire detention as they serve as a central repository for comparative data on this topic. Operation of a detention facility was considered to be an important local attribute, particularly for the City of Hopkins. Ultimately we utilized the collected data to create financial models for comparison of various service delivery alternatives. ? STATE OF LOCAL PUBLIC SAFETY DISPATCHING Current Trends R EV There are many opportunities and issues that have surfaced historically for PSAPs in the metro area. The pace of change over the past 12 months has been rapid. The activation of the 800 MHz Metro trunked radio system as well as significant grant assistance - h I recently made available to agencies that had not yet committed to participate in that network - has fundamentally changed the way agencies look at their communications systems. With this review of radio communications has come an associated fresh review of PSAP operations. Therefore, the Metro trunked radio project has had an unintended consequence of driving reconsideration of ,3 alternative PSAP service delivery concepts. Fiscal: In the past year, many cities in Minnesota have seen a si nificant decrease in current Local Government Aid (LGA) as the :- State faces serious funding issues. Future LGA funding levels are ' expected to be dim for the near term with greater uncertainty for the long -term. Final Report © December 11, 2003 Page 9 PSC 4. A L L I A N C E Of the cities participating in this study, the impact of the LGA cuts as a percentage of operating budgets varies greatly. 8 Some of the partners receive little or no LGA, while others have relied on significant levels of LGA to subsidize their operating budgets. These financial challenges, along with *ongoing local service delivery reviews to raise operational efficiencies have been a principal driving force for this study. Z Metro Radio. With, Homeland Security and Terrorism grant funds recently announced, several cities that previously intended to continue their individually owned, legacy radio infrastructures have now committed to migration toward the 800 MHz Metro Radio System (MRB). With connection to the MRB, certain needed PSAP infrastructure upgrades are causing agencies to re-examine their dispatching construct. Agencies have reevaluated consolidation versus purchasing the necessary hardware and software to maintain an autonomous PSAP . State PSAP Study.• Another study is under way as this analysis is taking place. The Minnesota Legislature directed the state's "Management Analysis Division, Department of Administration to provide recommendation to the chairs of the senate crime prevention and public safety committee, the senate government budget division, and the house judiciary policy and finance committee relative to the feasibility of consolidating public safety answering points by January 15, 2004." 9 pJ The state's Study is expected to be broad enough to reflect the needs of the 87 counties, as well as the out-state communities that do not operate independent PSAP's today, but who now receive PSAP services from their respective counties. The state's Management Analysis Division, Department of Administration has created an advisory committee to assist them in fulfilling its contractual obligation to provide PSAP recommendations to the committee as outlined in Chapter 1, Laws 1, Special Session 2003. 8 For LGA impact for each community, see Appendix 1A. 2002 Community Data, page 44, items 20 — 22. 9 Source: PSAP Consolidation and Minimum Standards Advisory Committee Ground Rules, September, 2003. Final Report December 11, 2003 • Page 10 PSC A L L I A N C E The "PSAP Consolidation and Minimum Standards Advisory Committee" for the Public Safety Radio Communication System 0 Planning Committee (as it has been named) has three specific charges for its work: • Develop recommendations on minimum standards for public safety answering points (PSAPs) i Develop recommendations for incentives and funding .z incentives Respond to consolidation recommendations from research performed by the Management Analysis Division, Department of Administration ry, J Possible outcomes of the state study may include prescribed standards for determining who is allowed to maintain an independent public safety answering point (PSAP) and how such a center would relate to other public safety answering points (PSAPs). It may also involve some relief or pressure related to 911 user fees and other supplemental. funding sources. Data and findings of the suburban Hennepin County analysis is ~� expected to bring intelligence and insight to the state task force efforts. Several committee members of the Saint Louis Park study also sit on the statewide task force. Ineffil"ciencfes: With the number of individual PSAPs in Hennepin County comes significant duplication of service, infrastructure, and resources. Almost all of the interviewed partners in this study expressed concern about the inefficiencies of PSAP staffing. A commonly heard observation was `When it's quiet, we have too many PSAP staff on duty and when it's busy, we never have t enough. Staff turnover is also a problem in many of the studied PSAPs.. G Turnover stretches existing staff and management and inflates overtime to provide coverage and training of new staff. Operational efficiency is downgraded and costs go up as turnover increases. Staff turnover can be a clical process which can take cY P ' , months or years to reverse. 10 It is probable that future changes in the telephone industry (e.g. intemet based telephone service, cable phone service, etc) will require a fundamental change in the ��. architecture of the Twin Cities 9 -1 -1 telephone infrastructure. Those changes could impact the telephone answering equipment used to process 9 -1 -1 calls. 11 Heather Alex of St Louis Park, John Dejung of the Minneapolis E.C.C., and Jay Henthome of Richfield PD are members of the State task force studying dispatch consolidation. 12 The total daily dispatcher staffing deployment for eight PSAPs and Minneapolis can be :.) referenced in Appendix 1A, 2002 Community Data, Item 7, page 38 for calendar 2002. 3 Final Report © December 11, 2003 Page 11 ' P .t A E E I A N C E ' �± The inefficiend of multiple PSAPs, both in duplication of infrastructure ard staffing, can be illustrated, broadly, by looking at existing subu ban PSAPs and the Minneapolis PSAP. ' Minneapolis, due to the size of the operation as well as the quantity of calls handled, is a relative comparison of a consolidated center serving all the suburbs in this study. The 2002 listed ' population of Minneapolis is 382,613 versus 387,391 in the r , suburban study group. The average 2002 cost per 911 call in the suburbs is $30.17 versus $12.20 in Minneapolis. 14 . 1 ' ' Time frames: Time frames vary throughout the partnering suburbs as to when a change might be entertained in their current ' dispatch operations. This is a key issue when looking at any mix of consolidated option plans. Currently, some PSAPs are at or near the end of their communications infrastructure - life cycle. Local policy makers should give immediate attention to the replacement investment decision by comparing upgrades at , current locations versus consolidation economies. �pp 4 'r 13. See Appendix 1A, 2002 Community Data, page 44, item #2. 14 See Appendbx IA, 2002 Dispatch Management Data, page 41, item #62. t 15 The majority of the suburbs participating in this analysis lack an automated method for counting administrative calls processed by dispatch. By comparison, 9 -1 -1 call data is ' consistently counted and provided to the agencies via the Metropolitan 9 -1 -1 Board from Qwest Therefore, the call -for- service comparison between Minneapolis and the suburbs (collectively) are not an exact comparison.' ' Final Report © December 11, 2003 Page 12 t