Loading...
HomeMy WebLinkAbout2012.01.09 Council Special & Workshop Packet AGENDA PASCO CITY COUNCIL Special Meeting 7;00 p.m. January 9,2012 1. CALL TO ORDER 2. ROLL CALL (a) Pledge of Allegiance 3. BUSINE.,SS ITEMS (a) Election of Mayor (b) Election of Mayor Pro-Tem 4. ADJOURNMENT AGENDA PASCO CITY COUNCIL Workshop Meeting 7:00 p.m. January 9,2012 1. CALL TO ORDER 2. ROLL CALL: (a) Pledge of Allegiance. 3. VERBAL REPORTS FROM COUNCILMEMBERS: 4. ITEMS FOR DISCUSSION: (a) Emergency Communication System: I. Agenda Report from Gary Crutchfield, City Manager dated January 3,2012. 2. e-Gov Study (provided previously to City Council via email; copy available for public review on the city's webpage at http://www,Pasco-wa.t;ov/citycouncilrenorts). 3. Memo from Fire Chief 4. Memo from Chief of Police. 5. Letter from Police Officers Association. 6. Cost Allocation Comparison. 7, Proposed Resolution. (b) Mandatory Sidewalk Installation in LID 149 (Kurtzman): I. Agenda Report from Rick White, Community & Economic Development Director dated January 3, 2012. 2, Vicinity Map. 3. PMC 12.08 Outline. 4. Right-of-Way Inventory Map. 5. City Engineer's Determination. (c) Public Safety Sales Tax Measure: 1. Agenda Report from Gary Crutchfield,City Manager dated January 6, 2012. 2. Franklin County Resolution No. 2011-281. 3. Memorandum from Police Chief. 4. Tentative Allocation Schedule. (d) Oregon Avenue Frontage Improvements: 1. Agenda Report from Stan Strebel, Deputy City Manager dated January 3,2012. 2. Resolution No. 2337. 3. Ordinance No. 3255. 4. Proposed Resolution. (e) Stormwater Rates: 1. Agenda Report from Dunyele Mason,Finance Manager dated January 3,2011 2. Proposed Ordinance. 3. Stormwater Fund Analysis. (f) Estate Fence Committee Recommendations: 1. Agenda Report from Stan Strebel, Deputy City Manager dated January 4,2012, 2. Draft Letter. (g) Community Development Block Grant Allocation Policies/Resolution No. 1969: 1. Agenda Report from Rick White, Community & Economic Development Director dated January 4,2012. 2. Resolution No. 1969. 3. Memorandum to City Manager. (h) Comprehensive Sewer Plan Community Resource Team Formation: 1. Agenda Report from Ahmad Qayoumi, Public Works Director dated January 5, 2012. (i) Council Representation on Boards and Committees. (NO WRITTEN MATERIAL ON AGENDA) Workshop Meeting 2 January 9, 2012 5. OTHER ITEMS FOR DISCUSSION: (a) (b) (c) 6. EXECUTIVE SESSION: (a) (b) (c) 7. ADJOURNMENT REMINDERS: 1. 12:00 p.m., Monday, January 9, Pasco Red Lion --- Pasco Chamber of Commerce Membership Luncheon. (Presenter: Saundra Hill, Pasco School District) 2. 1:30 p.m., Monday, January 9, KGH — Emergency Medical Services Board Meeting. (COUNCILMEMBER TOM LARSEN, Rep.; AL YENNEY, Alt.) 3. 6:00 p.m., Monday, January 9, Conference Room #1 — Old Fire Pension Board Meeting, (COUNCILMEMBER REBECCA FRANCK. Rep.; SAUL MARTINEZ, Alt.) 4. 10:00 a.m., Tuesday, January 10, Senior Center — Senior Citizens Advisory Committee Meeting. (COUNCILMEMBER TOM LARSEN, Rep.; BOB HOFFMANN, Alt.) 5. 2:00 p.m., Tuesday, January 10, BF Health Department — Continuum of Care Task Force. (COUNCILMEMBER AL YENNEY) 6. 7:00 a.m., Thursday, January 12, Sterling's, Walla Walla — BFCG Tri-Mats Policy Advisory Committee Meeting. (COUNCILMEMBER BOB HOFFMANN, Rep.; REBECCA FRANCIK, Alt.) 7. 7:00 p.m., Thursday, January 12, Transit Facility — Ben-Franklin Transit Board Meeting. (MAYOR MATT WATKINS, Rep.; COUNCILMEMBER MIKE GARRISON, Alt.) AGENDA REPORT TO: City Council January 3, 2012 FROM: Gary CrutchfieI 4. y anager Workshop Mtg.: 119/12 Regular Mtg.: 1/17/12 SUBJECT: Emergency Communication System 1. REFERENCE(S): 1. e-Gov Study (Provided previously to City Council via email; copy available for public review on the city's webpage at htip://www.l?asco- wa.gov/citycouncilrgports) 2. Memo from Fire Chief 3. Memo from Chief of Police 4. Letter from Police Officers Association 5. Cost Allocation Comparison 6. Proposed Resolution 11. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: 1/9: Discussion 1117: MOTION: I move to approve Resolution No. , endorsing a regional emergency communications system and urging the public safety agencies within Franklin County to implement such a system in calendar year 2012. 111. FISCAL IMPACT: See below. IV. HISTORY AND FACTS BRIEF: A) Since the early 1970s, Pasco has relied on the Franklin County Sheriff's Office (FCSO) for emergency dispatch and communications (radio) services. As the Tri-Cities has grown and matured as an increasingly metropolitan region, coupled with Pasco's own surge in residential growth over the past decade, the sociological barrier once presented by the Columbia River has all but disappeared. With the growth of cell phones and other technological changes in the way citizens communicate as well as the obvious need for interoperability between emergency responders, the need for improved emergency communications within the metropolitan area has become pronounced (see reference #2, memorandum from Fire Chief). B) The two counties in late 2010 contracted with a national consulting firm (e-Gov) last year to study the current emergency communications systems, with the objective of identifying interoperability improvements and a regional governance model. The study was completed in October and found the existing circumstances of two separately governed dispatch centers and two separate radio systems (one in VHF and the other 800 MH) to be unnecessarily complex, deficient in service function and financially wasteful. The report recornmends that through the use of available technology, the two radio systems can be operated in tandem under a single governance structure, thus improving not only interoperability and emergency back-up capability, but reducing public cost as well. 4(a) V. DISCUSSION: A) The need for "interoperability" (direct communication between separate emergency responder agencies) is not only for the extraordinary emergency. It has hecome essential for daily law enforcement operations as criminal movement across the river has become commonplace. Operational testing of the two radio systems in Pasco reveals that the 800 MHZ system provides a much more clear and reliable communication method between individual law enforcement officers as well as between officers and dispatch in the conduct of their daily operations. These are critical considerations in the conduct of law enforcement operations (see reference #3, memorandum from Police Chief). B) The e-Gov study suggests that the current systems can and should be joined and governed under a single regional board, thus providing the interoperability and real-time backup capability for emergency communications over both counties. The single entity governance could also reduce the regional cost by eliminating duplicative staff and technology costs. Indeed, after Pasco staff analyzed existing costs of the various emergency communication services presently used by the city's emergency departments versus the suggested allocation of cost under the regional concept, it is apparent that regionalization of the system will not cost Pasco any more than it will spend in 2012 and, more likely, will decrease. And contrary to initial assumptions, the annual cost for Franklin County will decrease (see reference 44). C) In short, the single regional system, if structured similar to the e-Gov recommendations, would accomplish the following: • Eliminate misdirected cell phone calls to 911, thus improving the response time to those emergencies; • Improve the clarity of communication for law enforcement operations within the urban area; • Expand the emergency communication options for law enforcement; • Provide an opportunity to manage the delivery of emergency communication services through a regional governance structure; • Reduce total public cost of emergency communications within the bi-county region. D) The cities of Kennewick, Richland, West Richland and Prosser have all endorsed the e-Gov study recommendations, as has both Benton County and Franklin County Board of Commissioners. The two county commissions recently requested the state fund a technical study of how to implement a central call center, to include funding opportunities. It is hoped that the counties' study will be completed by April. E) Staff recommends the City Council approve the proposed Resolution to endorse the e-Gov recommendations. In addition, the Resolution urges all public safety agencies in Franklin County (as well as Pasco staff) to take all appropriate steps necessary to implement a regional governance model for emergency communications, to include 800 MHZ radio communications for Pasco law enforcement, not later than December 2012. Date: December 19, 201 1 To: Gary Crutchfield, City Manager From: Robert Gear, Fire Chief Re: Bi-County Communications Platform The issue of communications between the dispatch centers and responders within Benton and Franklin counties continues to be an issue, We have recently completed a "high elevation" study by the consulting group e-gov, which showed graphically the problems and possible solutions that we face. As you are aware, responder communications is not the only problem, communications between the public and the 911 answering points is increasingly become a problem as the phone systems switch from primarily hard wire systems to wireless (cellphone) systems. This problem is going to become even more severe as we attempt to "catch up" to what's commonly termed "next gen 911" which is going to be more text and video based. While the fire service in the area is not plagued wi*h the radio communications issues that the law agencies have, we have a significant resource allocation issue that needs to be addressed to maximize our efficiencies. I have outlined a brief history and some supporting information to the e-gov recommendations. Background; A) For many years the dispatch centers serving Benton and Franklin counties operated with a minimal amount of communications between the centers. As the communities grew and political boundaries were no longer a barrier to providing services this lack of communications became a more significant issue. B) The Bi-County Police Information (BiPin) system was an initial effort to cross political boundaries with essential law enforcement information. BiPin was the only communications link between Benton County and Franklin county Law enforcement agencies. The need to update the records management component of BiPin led to both dispatch centers choosing a common Computer Aided Dispatch (CAD) system in 2005. BiPin is currently a "separate" entity linked to the CAD in Benton County and the CAD in Franklin counties and provides shared law enforcement information. C) Although the same CAD provider was required for BiPin to operate within both counties, no effort was made to provide for CAD to CAD communications. D) Because of technological limitations in the early days of 91 1 implementation it was necessary to have separate 911 Public Safety Answering Points (PSAP's) in Benton and Franklin Counties. When the majority of 911 calls were land line phone completed this was not a problem. However,currently over 80% of the 911 calls initiate from cell phones and some of those calls are directed to the incorrect dispatch center. In addition to misdirected calls the next generation of 911 users is coming and they don't communicate the same as the past generation. In addition Federal law has mandated that hearing impaired must have equal access to emergency communications through text messaging that they utilized in the past through the TTY system. What this means is 911 answering points must be able to receive and process text message requests for help as well as video transmissions of crime in progress. Not only must we be able to receive these messages but there is an expectation that they can be quickly passed to a field unit to view. E) Franklin County Emergency Management received a$75,000 Interoperable Communication Grant in October of 2010 to study the best method of developing interoperable communications between the dispatch centers serving Benton and Franklin counties.This grant was used to fund the e-gov study. F) Due to the high costs of technology neither Dispatch center has been able to develop"live" backup capability for their actual buildings, communications and information systems. In the event of a major failure field units operating within their respective counties will be literally "on their own" G) Franklin and Benton counties Board of Commissioners have asked the Washington State Enhanced 911 office to conduct a technical study of combining the 911 PSAP for Franklin County and the 911 PSAP for Benton County into a single PSAP. Recommendations; A) Improve service delivery through streamlined, interoperable systems. Deployment of fire/ems and law enforcement resources within the urban area is essential to meeting the growing service demands with limited funding, When the collective fire agencies within the Tri-cities urban area operate autonomously none of them individually can fully staff a working residential Fire. Working through one communications systems that views the urban area as a single resource pool has allowed us to staff two working fires simultaneously. B) Reduce ongoing upgrade and maintenance costs. Benton and Franklin counties operate the same make/model of CAD system in two counties, with each system being separated, with limited communications through the BiPin link. This same CAD system make/model operates from a single system serving whole countries in multiple dispatch locations (New Zealand,Belgium).These two systems must be individually licensed annually and upgraded every two to three years to maintain current technology. Both centers must maintain a CAD administrator to operate the separate systems, however one is not"allowed"to touch the others system. C) Provide for backup of both systems and dispatch capabilities. While both counties operate the same CAD system, there is no backup to either system, outside the walls of their facilities. The technological equipment associated with the CAD system is not in buildings or rooms truly designed as "Server Centers". Something as simple as a broken sprinkler head could wipeout all the technology and information within one dispatch center. Neither county has a "live" backup to their ongoing information. Again, loss of either centers operational capability will result in missed 911 calls, officers on the street without vital information or a contact, fire/ems units unable to call for additional resources to an incident, or in other words, a complete loss of response capability for an indefinite period of time. By operating from two separate centers, sharing a single CAD data base, with backup 911 answering capability at each center we can eliminate this risk without additional costs. D) Reduce support complexity. 1A'ith the current"system of systems" it is very difficult to maintain and impossible to maximize the efficiency. Each part of the systems from radio to CAD to BiPin has separate organizational responsibilities. There are currently at least seven different parties responsible for a portion of CAD, BiPin and radio communications system between the two counties. Trying to isolate and repair a problem is time consuming and more expensive than it should be, OF�l�� r , }. 200 MEMORANDUM Bob Metzger, Police Chief TO: Gary Crutchfield, City Manager FROM : Bob Metzger, Police Chief RE: Reasons for reviewing the 800 MHZ system DATE; 12-21-2011 Since my arrival here over 2 months ago 1 have been reviewing our current radio system as well as the proposed regionalized 800 MHZ system. I have carefully reviewed the E-Gov study and with my background in combined central dispatch systems in several communities, I wanted to determine if this proposal would be good for our department and improve the safety of officers. It did not take long for me to realize that our current system is not working as well as it could and that we have a readily available solution to our problems that can be done very easily and quickly. Over the past 20+years many police agencies across the country have been moving toward a single radio system to be used jointly by several agencies. The events of 9111 made it clear to all public safety agencies that interoperability of radio systems is important for the safety of not only officers but also the public. Based on my experiences with an 800 MHZ police radio system and my review of the E-Gov study, I would recommend that we continue our efforts at becoming part of a regionalized dispatch system for the following reasons: Our current system has limitations. These limitations include: • Interoperability —We cannot communicate with any department in Benton County; even though we work with them on a daily basis. We also have joint operations such as Metro and SWAT that use the 800 system and we are not on the system, • Communication —Our current system has several "dead" areas in the city where we cannot communicate. Many other areas have poor transmission quality and it is difficult to understand what is being said. We also have problems in most buildings getting radio communication out with our current VHF portable radios. We have trouble getting our portable radios to work inside of Lourdes emergency room as well as some areas of our schools. Officers using the 800 MHZ system have no problems getting their radios to work in these same areas. • Lack of frequencies— We share a single frequency with all other agencies in Franklin County and there are times when there is more traffic than this frequency can handle. • Safety— Officers working in patrol need effective and clear communication. If officers do not hear a call there is community safety concern in not getting officers to the scene of a serious crime in a timely manner. • Lack of control --Our current system does not give us any control over operations of the dispatch center. We are just billed for the service. • Cost — Our costs for this service have gone up over 130% in 6 years. Positives to moving to the 800 MHZ system: • InteroperabiIity — All police agencies in the tri city area would be able to communicate. • Communication— We have tested this system in Pasco, and we have no "dead" spots,the communication is very clear and it is able to transmit from inside buildings. • Frequencies— With an 800 MHZ system we would have multiple channels to use including several what would just be for our department. These could be used for special events, or at times when we have a serious situation going on where the need for good communication is important. • Safety — With all departments on the same frequency we will have an easier time getting needed support in a timely fashion from other agencies. This is a huge safety factor for officers and citizens. • Control — All area Police Chiefs will meet to make sure the system is functioning as it should. Each government unit will also have control of the budget and how the system operates. • Costs—we will be better able to control costs. I have been involved in putting together 4 other central dispatch operations such as the one being proposed here. My review of this system gives me confidence that for all the reasons I have listed here we can and should go to the 800 MHZ radio system over our current VHF radio system. The infrastructure for the 800 MHZ radio system is already in place and our coverage would be better than we are getting now. IVe can continue putting money into our current VHF radio system, but in the long run it will not solve our current or future needs. As Police Chief the safety of officers on the street, and our residents, is a big concern of mine. This radio system would provide officers the tools they need to do their jobs more effectively with greater safety. Respectfully submitted, Robert Metzger Police Chief EKA AL W'ALS 0 FOLICC OFFICER'S ASSOCIATION December 14,2011 To whom it may concern: The Pasco Police Officer's Association has been made aware of negotiations to move the Pasco Police communications from Franklin County to SECOMM. In doing so,the radio system would change from VHF to an 800 MHz system. The Pasco Police Officers Association is In favor of this change and welcomes enhancements this would offer. i Over the last several years the current radio communications system being employed by the Franklin County Sheriffs Office has failed to afford our officers the trust and security they need in communications. Our members continue to note numerous areas within our community where radio communication is poor to nonexistent. To the Sheriffs Office credit,they have spent a considerable amount of time and money to remedy the problem. It still exists,though. Our members have been put in many situations where their safety was compromised due to poor communications and other officers not knowing they needed assistance. There is also the frustration of communications of a non- emergent nature that occur daily. Our fellow law enforcement agencies in the area communicate on the 800 MHz system. This makes communication with these agencies nearly impossible because of the differing frequency spectrums. With a transition to SECOMM,the Pasco Police Department would be able to communicate easily with neighboring agencies. This would help facilitate joint Investigations and the apprehension of subjects as they flee from one jurisdiction to another. For the safety of our members and increased communication ability with neighboring agencies,the Pasco Police Officer's Association supports a change in the communications center from Franklin County to SECOMM. D erry Curt King Jeff Harpster President First Vice President Second Vice President Cost Allocation Comparison Franklin County Regional Allocation Model 2012 Budget Agency Charge Dispatch i-mobile Microwave Access Total Change Pasco Police $924,186 $860,552 $782 $693 $4,708 $866,735 -$57,451 Pasco Fire $65,664 $135,907 $460 $693 $137,060 $71,396 Connell Police $59,850 $58,241 $693 $58,934 -$916 Connell Fire $365 $693 $1,058 $1,058 FCSO $227,070 $177,421 $368 $693 $4,708 $183,190 -$43,880 FCFD#1 $3,600 $2,376 $693 $3,069 -$531 FCFD#2 $1,800 $2,558 $693 $3,251 $1,451 FCFD#3 $10,600 $13,815 $693 $14,508 $3,908 FCFD#4 $1,800 $1,827 $693 $2,520 $720 FCFD#5 $1,800 $1,096 $693 $1,789 -$11 FCHD $12,075 $17,140 $693 $17,8331 $5,758 Total $1,308,445 $1,271,298 $1,289,947 -$18,498 RESOLUTION NO. A RESOLUTION ENDORSING A REGIONAL EMERGENCY COMMUNICATIONS SYSTEM AND URGING THE GOVERNING BODIES OF PUBLIC SAFETY AGENCIES WITHIN FRANKLIN COUNTY TO IMPLEMENT SUCH A SYSTEM IN CALENDAR YEAR 2012. WHEREAS, e-Gov, a qualified consultant, has studied the existing, separate emergency communication systems used in each of Benton and Franklin Counties and has concluded that combining the two systems under a single regional governance structure could improve emergency response capabilities in both counties and reduce the combined cost of the existing system; and WHEREAS, the emergency communications system provided currently by Franklin County cannot provide the scope and quality of emergency communication capability needed to serve the growing urban population center in Pasco, representing more than 80% of the entire population of Franklin County; and WHEREAS, both the Pasco Fire Chief and the Pasco Police Chief have each reviewed the e- Gov study and concluded that emergency services to citizenry as well as emergency responder safety will be improved by combining the communication systems under a single regional governance and central emergency call center; and WHEREAS, evaluation of the present cost of emergency communication services compared to a combined regional system indicates that the cost of such services for Pasco and Franklin County would likely decrease; NOW, THEREFORE, BE IT RESOLVED: Section 1: That the City Council of the City of Pasco hereby endorses the concept of a single regional emergency communications system as envisioned in the e-Gov study. Section 2: That the City Council of the City of Pasco hereby urges the governing bodies of public safety agencies within Franklin County to take all steps necessary and appropriate to make available such a regional system, including 800 MHz communications for Pasco law enforcement, before the close of calendar year 2012. Section 3: That the Pasco City Manager is hereby directed to take all steps necessary and appropriate to prepare for participation in a regional system, including 800 MHz for law enforcement operations, by the close of calendar year 2012. PASSED by the City Council of the City of Pasco at its regular meeting this 17th day of January, 2012. Matt Watkins, Mayor ATTEST: APPROVED AS TO FORM: Debra L. Clark, City Clerk Leland B, Kerr, City Attorney AGENDA REPORT FOR: City Council yl January 3, 2012 TO: Gary Crutch fie Manager Workshop Mtg.: 119/12 FROM: Rick White Community& �-conomie Development Director v� SUBJECT: Mandatory Sidewalk Installation in LID 149 (Kurtzman) 1. REFERENCE(S): 1. Vicinity Map 2. PNiC 12.08 outline 3. Right of way inventory map 4. City Engineer's Determination II. ACTION REQUESTED OF COUNCIL/STAFF RECOMMENDATIONS: 119: DISCUSSION III. FISCAL IMPACT: IV. HISTORY AND FACTS BRIEF: ,4. Fol[owing a public outreach effor, in 2006, the City accepted the Kurtzman Park Action Plan in early 2007. The Plan was developed as a result of neighborhood input and established a priority system for neighborhood improvements including infrastructure (sidewalks, curbs, gutters, street lights and in some cases utilities), increased Code Enforcement efforts and an increases Police presence. The Kurtzman Neighborhood Plan also notes the residents chose "safety for persons and property" and "presence and maintenance of public infrastructure" as the two most important characteristics of a good neighborhood. B. LID 146 was completed in 2010 for the southern portion of the Kurtzman neighborhood. LID 148 for the middle portion of the neighborhood is nearly complete. LID 149 for the northern portion of the neighborhood was formed at the December 19'", 2011 Council Meeting and is in the 30 day protest period. Each LID used CDBG/federal stimulus funds and owner contributions to pay for the infrastructure improvements. Use of CDBG funds in LID 149 has resulted in 55% of the total project cost estimate to be paid for with federal funds. In addition, CDBG monies can be used for LID assistance in qualifying low/moderate income households once construction is complete. C, Efforts to obtain right of way dedication from property owners and participation in this last phase of the neighborhood improvement project have been underway since 2010. D. Improvements under an LID must be located within the public right of way. Most properties on Hu;o have dedicated needed right of way but four owners have not. This will result in installation Of curb and gutter adjacent these four properties through LID 149, but not the installation of sidewalk. The net effect will be ar. irregular pattern of sidewalk installation on Hugo between Alton and Lewis Streets that compromises pedestrian safety. E. PMC 12.08 allows installation of public sidewalk to be ordered by City Council when it has been determined that public convenience or safety requires such installation. The process is similar to the local improvement district process, and provides for a lien against the property if sidewalk installation does not occur within the time specified by COUnCil Order. Specific steps in this process are outlined in Reference 02. V. DISCUSSION: A, Neighborhood improvements in areas lacking or experiencing decay of infrastructure is a longstanding Council goal. The use of CDBG monies for an area-wide benefit and for LID assistance reduces the impact of improving neighborhood infrastructure on low/moderate income households. B. Individual installation of sidewalk outside of LID 149 is estunated to cost $20 per linear foot, compared to $12 per linear foot through LID 149. The final actual cost of individual installation is mostly dependent on contractor availability for smaller projects and time of installation. C. if City Council indicates that sidewalk must be uistalled, the remaining tour property owners may decide to dedicate the right of way and use the LID process to install sidewalk. If property is not dedicated and sidewalk is not installed through the LID process, then the owners must install at their own higher costs through individual contractor agreements. D. The decision by the remaining four property owners to dedicate necessary right of' way and participate fully in LID 149 should be concluded before the project goes to bid— by ear?y March. Towards that end, Council should discuss its intentions in regard to ordering sidewalk installation through PMC 12.08 once construction of LID 149 is complete. 4(b) �:, ,r !"i. _� �.�' •�' � � Irk€ �� I '���i ir lia �d�iN iii iifik' if iii �1�9 •!� � j_ � � ~� - - - kin Em 40W- ut rs l' � C � ✓ � 'wj,� � .p�yt •� •[a,'+p'dt�� -;;_ r i "y1 !► 1 -•�fif �� i ( mesa IC �•11� r� Y _ v""'' ' � .lC-a' s3F='L',;� ; �, � '•-a� Vw+C'. w�L� s.- � �t-•� ■ . W'R'a.. �� � � _ `� r..T . ,��� �1•���" �� 1�. •�' MEN *Lghd6N NU m 4E JAME Iwo VIC Wi Lg Vol vie SIDEWALK INSTALLATION THROUGH PMC 12.08 1. City Engineer reviews condition of applicable streets and makes a determination on the necessity of sidewalk installation for safety and convenience of the public. 2. Based on that determination, City Council considers a resolution to order the construction of sidewalk by affected property owners. 3. If the resolution is approved, the affected property owners are served notice to construct sidewalks. 4. If the sidewalk is not constructed within the time limits specified in the resolution, the City constructs the sidewalk and prepares an assessment roll showing the affected owners and accompanying costs for the construction. S. A hearing date is set and held to consider protests against the assessment roll. 6. The City assesses the cost of sidewalk installation as a lien against the property through adoption of an ordinance. The lien is collected as allowed by law. 50,' ,b0' LEWI ST N • a • W w • Q W � • • • • • Legend • LID 149 50' ALTON ST ROW Needed lI • Houses LID 149 ROW Widths r i r- Me Public Works Department Engineering Division To: Rick White, Director, Community & Economic Development From: Michael A. Pawlak, PE, City Engineer Date: January 4, 2012 Re: Sidewalk Construction within Local Improvement District#149 At your request and at the direction of City Council, Engineering Division staff has reviewed the areas along Hugo Avenue, Cedar Avenue and Alton Street located within the proposed Local Improvement District #149 (LID #149). These streets are currently unimproved and do not have sidewalks or other pedestrian facilities. Sidewalks are an urban amenity that provide pedestrians with a safer alternative to walking within the travelled way (roadway). One of the primary reasons for establishing LID #149 is to improve the street and frontage infrastructure, including providing sidewalks along this particular residential neighborhood. Installation of the sidewalks will provide the neighborhood with a safer pedestrian environment than what currently exists. There are, however, a few properties which have not dedicated the necessary right-of-way to construct sidewalks. These "missing segments" provide a larger safety issue than no sidewalks at all. Once sidewalks are installed, the pedestrian has the expectation that there will be a continuous sidewalk facility. The missing sidewalk segments will not provide a consistent walkway surface for pedestrians including persons with disabilities. The surfaces will likely be rough and uneven as well as potentially soft during periods of wet weather. The surface unevenness will also provide the potential for tripping hazards and possibly prevent access to those residents with mobility issues. The missing sidewalk segments will essentially jeopardize the ability of the sidewalk facilities along the streets to conform to the current Americans with Disabilities Act(ADA) requirements, Because of these issues, it is my determination that continuous sidewalk be constructed within the area of LID #149. It is my recommendation that City Council require property owners within LID #149 who have not dedicated the necessary right-of-way for sidewalk construction along their frontage, to construct new sidewalk at their own cost. Such sidewalk shall conform to current ADA requirements and match the sidewalk being constructed by the LID. • Page 1 AGENDA REPORT TO: City Council January 6, 2012 FROM: Gary Crutchfi i anager Workshop Mtg.: 1/9/12 Regular Mtg.: 1/17/12 SUBJECT: Public Safety Sales "Tax Measure I. REFERENCE(S): 1. Franklin County Resolution No. 2011-281 2. Memorandum from Police Chief 3. Tentative Allocation Schedule II. ACTION REQUESTED OF COUNCIL/ STAFF RECOMMENDATIONS: 1/9: Discussion 1/17: MOTION: I move to authorize three additional police officer positions and one additional sergeant position to form the Street Crimes Unit. 1/17: MOTION: I move to authorize four additional police sergeant positions dependent on elimination of one police captain position and three corporal positions. III. FISCAL IMPACT: IV. HISTORY AND FACTS BRIEF: A) Franklin County's "Public Safety Sales Tax" ballot measure was approved by 62% of the voters, county-wide, at the November 2011 general election. The sales tax measure will add three-tenths of one percent, resulting in a new total local sales tax rate of 8.6%. The Commission took formal action in December to implement the tax; however, state law requires a 75-day waiting period, to provide all parties sufficient time to prepare for the collection and disbursement of the new tax. Thus, the tax collection is expected to commence April 1. Based on 2010 sales tax data, Franklin County estimates the new tax measure will generate approximately $2.8 million (county-wide) annually. By state law, 40% of that amount is to be allocated to the cities within the county, based on population; Pasco's share, based on 2011 population data, will approximate $1 million annually. B) The ballot proposition (which limits the life of the tax to 30 years) included the express intent to use the proceeds for expansion and operation of the county jail facilities. In addition, the ballot included the intent to use the proceeds for Pasco municipal court, the Pasco police department and criminal gang suppression as well as other public safety purposes (see reference 1). The City Council previously discussed three specific undertakings if the tax measure was approved by voters: construction of a new municipal court; construction of a new police station on the east half of the City Hall campus; and gang suppression. Current assessment of those activities follows: ■ Municipal Court: the current agreement for Municipal Court space in the county's public safety building will expire in May 2012, Recent conversations with county representatives indicate their willingness to simply extend the current agreement for another year or two while the new court space is designed/constructed as part of the new county jail project. That project will 4(c) require a new long-term agreement between the city and county as well. At an estimated cost of$3 million, it may be best to combine part of the new sales tax revenue with other existing sources to discharge the new court construction debt early, thus allowing the new police facility to be constructed within a few years. • Police Station: preliminary design of a new police station was completed about three years ago and the project is estimated to cost about S12 million; a 20-year debt would require annual debt payments of about $1 million. Staff suggests construction occur when the current City Hall debt is paid (2015), thus using the current debt payment to supplement the new sales tax revenue for the police station debt (if necessary). • Gang Suppression: Chief Metzger proposes to establish a "street crimes unit" consisting of four officers focused on a variety of street crime, which usually translates to "gang activities" (see reference 2, memo from Chief Metzger), The cost of this new unit would approximate $400,000 annually. It will take most of a year to hire and train four replacements and prepare to deploy the new unit. V. DISCUSSION: A) It is requested that the street crimes unit be authorized by Council as soon as possible (1/17/12) so the hiring process can be started. In addition, Chief Metzger has proposed to reorganize the command structure of the police department by reducing a vacant captain position to sergeant and upgrading three corporal positions to sergeant; the cost of the reorganization action, combined, will reflect a modest savings of about $10,000 annually. Those new positions need to be authorized by Council action as well. $) The municipal court project is expected to gain momentum over the next few weeks as the architect contract will be negotiated and brought to City Council for consideration. The police station project is best left on the back burner for the next couple of years, pending final decisions on financing of the court facility and realization of long-term financial considerations. A tentative allocation schedule reflecting all three activities is offered for clarification (see reference 3). FRANKLIN COUNTY RESOLUTION NUMBER 2011-281 BEFORE THE BOARD OF COUNTY COMMISSIONERS, FRANKLIN COUNTY, WASHINGTON RE: IN THE SUBJECT MATTER OF CALLING FOR AN ELECTION ON THE LEVY OF A SALES AND USE TAX FOR COUNTY AND CITIES' CRIMINAL JUSTICE AND PUBLIC SAFETY PURPOSES INCLUDING FOR THE IMPROVEMENT, EXPANSION, OPERATION, AND MAINTENANCE OF A COUNTY JAIL AND OTHER FACILITIES WHEREAS, in Franklin County and the Cities therein there continues to be an increasing demand placed on local public safety services, facilities and the criminal justice system; and WHEREAS, In 1980 Franklin County had a population of 35,025 and in 1990 a population of 37,473; and WHEREAS, the Franklin County Corrections Center (County Jail) was constructed in 1984 to confine a maximum of 102 inmates (102 inmate beds); and WHEREAS, in recent years due to increases in the County Jail inmate population averaging 190 inmates per day the County Jail has double bunked inmates increasing the jail capacity to 147 beds; and WHEREAS, Franklin County has a current estimated population of 82,500, amounting to a 100+% increase in population since the County Jail was constructed over 25 years ago, and WHEREAS, the County Jail has a current average inmate population of 190, amounting to a per day average of 85+ inmates beyond the facilitys 1984 capacity and routinely an inmate population above the facility's current capacity;and WHEREAS, a significant portion of the population increase has occurred in the City o` Pasco and continues to do so; and WHEREAS, the County Jail provides for the incarceration of persons arrested within both the incorporated cities' and unincorporated county areas, and thereafter sentenced to jail by all the courts in Franklin County; and WHEREAS, the increase in local population has increased criminal caseloads for the entire local criminal justice system including the Franklin County Sheriffs Office, Prosecuting Attorney, local courts, the County Clerk's Office, and Cities' police departments all of which utilize the County Jail and serve "criminal justice purposes"per RCW 82.14.450(5);and WHEREAS, demand for criminal justice and public safety services continues to increase due to increased traffic, growth, and development pressures that have overburdened the County Jail, as well as other Franklin County facilities and services, hereby necessitating services expansion, facilities improvement and addition; and WHEREAS, County property taxes are limited to a maximum annual growth rate of one (1) percent or the Implicit Price Deflator(IPD), whichever is lower. In conjunction, the County's costs for staff, personnel benefits, and operations have increased at a rate higher than the local consumer price index. Funds available to the County have decreased while the cost of providing services has increased resulting in the County being unable to generate sufficient revenue to ensure citizen safety and adequately serve an increasing population; and Franklin County Resolution Number 2011-281 Page 1 of 4 WHEREAS, the 2003 Washington State Legislature noted that local govemments are presented with significant challenges in funding criminal justice services, and hence provided a legal means by which Counties and Cities could seek local revenues to better protect the health, safety, and welfare of its residents. Said legal means came through the enactment of RCW 82.14.450 authorizing the Franklin County legislative authority to submit a proposition to voters at a primary or general election that would authorize sales and use tax at the rate of three-tenths of one percent (0.003) to be collected throughout Franklin County. Said law requires one-third of such revenue collected be used for `criminal justice purposes," including"...the construction, improvement, and expansion of" existing Franklin County Jail, E- 911 Dispatch, Sheriff's Department, and related facilities. RCW 82.14.450(5); RCW 82.14.340(5). All improvements and new construction shall be "basic design;" and WHEREAS, the expansion, improvement, operation, and maintenance of the County Jail would relieve jail overcrowding therein and amounts to a proper use of revenue for "criminal justice purposes" per RCW 82.14.450(5); and WHEREAS, other public purposes would be accomplished through expansion, improvement, operation, and maintenance of other county offices, departments, and facilities used by or providing ancillary services to the County Jail; and WHEREAS, Washington State Law requires the revenue received under this proposal to be shared with sixty(60) percent retained by the County, and the remaining forty (40) percent to be retained and distributed on a per capita basis to the Cities therein and the estimated collection for the County's 60% portion is approximately $13 million per year and the estimated collection for the Cities is approximately$1.1 million to be distributed on a per capita basis. WHEREAS, Washington State Law requires for the passage of this proposal a majority of fifty percent (50%) +1, of persons voting at a primary or general election must approve. The next general election is November 8,2011; and WHEREAS, Franklin County will conduct a county wide mail-in ballot election at the next general election on November 8, 2011; and WHEREAS, if the voters approve this proposal on November 8, 2011, the additional sales and use tax will be collected beginning on January 1, 2012, and jurisdictions will begin receiving revenue in February 2012;and WHEREAS, interest rates are at historic lows, allowing substantial savings on a 30-year bond and construction costs are estimated 15 to 18 percent lower than recent years; and WHEREAS, it is the judgment of this Board that the citizens of Franklin County should be offered the opportunity to accept or reject a special tax levy of this kind; and WHEREAS, if approved, the special tax should be levied beginning in 2012 with three-tenths of one percent(0.003)of said tax to be collected for a period of thirty years; now therefore, BE IT HEREBY RESOLVED BY THE BOARD OF THE COUNTY COMMISSIONERS OF FRANKLIN COUNTY that a county wide mail-in ballot election be held on November 8, 2011, for the purpose of submitting to the affected voters the determination of whether or not to authorize a safes and use tax at the rate of three-tenths of one percent (0.003) for thirty years to be levied beginning in 2012 in the absence of further action by the voters and the proceeds to be shared pursuant to RCW 82.14.450 by the County and Cities therein for the aforementioned purposes; and Franklin County Resolution Number 2011-281 Page 2 of 4 IT IS FURTHER RESOLVED that the Franklin County Auditor is hereby requested to place a proposition on the November 8, 2011 ballot in substantially the following form: PROPOSITION NO. 1 FRANKLIN COUNTY COUNTY AND CITIES' CRIMINAL JUSTICE AND PUBLIC SAFETY TAX `The Board of Franklin County Commissioners adopted Resolution No. 2011- W concerning a proposition for a county and cities' criminal justice sales and use tax, This proposition would authorize the sales and use tax in Franklin County and cities therein be increased three-tenths of one percent (0,003) for thirty years to improve public safety, including criminal gang suppression, and to expand, operate, and maintain the County jail, Pasco Municipal Courts, and the Pasco Police Department, and in support of other criminal justice and public safety purposes. Should this proposition be approved? Yes.........................❑ No.......................❑' BE IT FURTHER RESOLVED that the Board of County Commissioners of Franklin County recognizes any resolutions from Cities therein urging support of the local option sales and use tax, which revenue would be allocated pursuant to Chapter 82.14 RCW, with sixty percent going to the County. The remaining forty percent of the revenue shall go to the Cities therein on a per capita basis. The revenue allocation to the Cities for each subsequent yea- shall be calculated using the final, official June 30th population figures published by the Office of Financial Management; and BE IT FURTHER RESOLVED that the Clerk of the Board is directed to provide a copy of this resolution to the Franklin County Auditor, and each City therein in Franklin County. Done this/_day of August, 2011. BOARD OF COUNTY COMMISSIONERS FRANKI-Ir$CYLINTY, ASHINGTON Robert E, ch, Chairperson A Rick Miller,Chair Pro Tern � Brad Peck, Member ATTEST: Clerk of VtBcaid Franklin County Resolution Number 2011-281 Page 3 of 4 t MEMORANDUM Bob Metzger, Police Chief TO: Gary Crutchfield, City Manager FROM : Bob Metzger, Police Chief RE: Street Crimes Unit DATE: 12-21-2011 Our concept for this unit is as follows: Composition: 1 — Sergeant 3 — Patrol Officers Scope of work: This unit's main goal would be to go after street crime in the city of Pasco. Most street crime is committed by gangs so the emphasis would be with those groups or individuals that are committing crimes on a continuing basis in our community. This could be anything from graffiti to burglary to robbery, with the flexibility to quickly address crime trends and in-depth or serious public safety issues. This unit will work closely with our crime analyst to determine possible suspects. They will also work closely with investigators and patrol officers to determine what tactics they can use effectively and what assistance they can give to patrol to go after those who are committing targeted crimes. In addition this unit will work closely with area agencies and coordinate efforts as needed. This unit will work various hours depending on the need of the department and will be available on call for serious incidents where quick apprehension of suspect(s) is needed. They will be primarily in plain clothes, though on occasion may need to wear a uniform. They will be assigned a Sergeant and will work under the 1SD Captain. Selection for these positions will be based on not only interest but ability to do the job. Like all other positions other than patrol, these officers will be assigned to this on a rotating basis and will remain in the unit as long as they are productive. Other considerations: Training– Officers assigned to this unit will receive training as needed. Depending on the officers selected to this unit and what their skills are, training will be tailored to fit what the individual needs. Most officers that will be selected for this unit will have the basic skills to perform this job and will need minimal time to get prepared to go out into the field. Any specialized training will be done as it becomes available. How soon can we begin this---currently we have 2 officers in field training and three in the academy. We are also in the process of hiring to officers to replace retirements and resignations. We then need to promote one sergeant and hire an additional 4 officers to replace those that will be put into this unit. Once hired they either have to go through a 15 week FTO (if lateral hire) or we have to send them to the academy and then conduct the FTO training. This entire process can take up to 6 months from the time we hire to the time we have them ready to work alone on the road. If we begin the hiring process the first of the year, we would plan to have this unit up and running by fall of 2012, depending on hiring and training. At the latest we would have this up and running by the end of the year. How long to get this up and running–once we get the required staffing, we can put the positions out for bid to current officers. Once the selection is complete and the equipment is in place, they will be ready to go. If we plan to get the equipment before the staffing is done, this netiv unit can be ready as soon as officers are selected. Unlike new officer hires, this unit will not need much if any time to train for what they are going to do. Summary: Once this unit is approved, we will begin the hiring and promotion process to replace those who are being put into this unit. Once we have the additional staff hired we will put this unit in place. If you have additional questions or need further information please let me know. Respectfully submitted; a�-5� — Robert Metzger Police Chief TENTATIVE PUBLIC SAFETY SALES TAX ALLOCATION / SCHEDULE Gang Unit Municipal Court Facility Police Station Year Sales Tax Sales Tax CIF Sales Tax CIF/GF 2012 300 300 2013 400 600 300 2014 400 600 300 2015 400 600 300 2016 400 700* 300 2017 400 700* 300 * Assumes 10% growth in sales tax share over 5 years (2%/yr). AGENDA REPORT FOR: City Council January 3, 2012 TO: Gary Cnitch' ity Manager Workshop Mtg.: 1/9/12 Regular Mtg.: 1/17/12 FROM; Stan Strebel, D p n, 7ity Manager SUBJECT: Oregon Avenue Frontage Improvements I. REFERENCE(S): 1. Resolution No. 2337 2. Ordinance No. 3255 3. Proposed Resolution Il. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: 1/9: Discussion 1/117: MOTION: I move to approve Resolution No. , revising City policy on required street improvements on Oregon Avenue, III. FISCAL IMPACT: N/A IV. HISTORY AND FACTS BRIEF: A) The City Council adopted Resolution No. 2337 in 1997 to affirm City policy on required street improvements in the Oregon Avenue corridor. The corridor area is shown in the attachment to Ordinance No. 3255, attached hereto. The intent of the resolution was to set forth the right-of-way improvements required for development in the area with the exception of Oregon Avenue. Oregon Avenue was exempted due to its designation as a State Highway. B) As the City is undertaking a process, in conjunction with WSDOT, to determine a plan for the future needs and improvements required along Oregon Avenue, it is important to state the City's intent as well as to repeal language in the prior resolution which may be contrary to the direction that the plan will take. C) The proposed Resolution will act to repeal language in Resolution No. 2337, regarding Oregon Avenue that is in conflict with current direction (and thus, confusing to property owners and developers). D) The proposed Resolution also sets out interim development requirements for Oregon Avenue and expectations until the plan is completed. V. DISCUSSION: A) Staff recommends approval of the resolution. 4(d) • a RESOLUTION NO. _ � A RESOLUTION affirming City policy on required sweet improvements in the Oregon Avenue Corridor. WHEREAS, adequately develop and improved rights-of-way are necessary for access to property, for the movements of goods and services within the community, for timely response by emergency personnel and equipment, and for maintaining the general welfare; and WHEREAS, adequately developed and improved rights-of-way are necessary for continued and future orderly development of the City; and, WHEREAS, adequately developed and 'unproved rights-of-way Lnprove and secure property values; and WHEREAS, adequately developed and improved rights-of-way means rights-of- way that contain curb, gutter, sidewalk, illumination, traffic control devices, draisage control, engineered road bases, asphalt driving and parking lanes, and monumentation all as approved by the City Engineer; and WHEREAS, the Planning Commission has reviewed the Circulation Plan for the Oregon Avenue Corridor and has determined through a unanimous vote that right-of-way improvements as described herein above, should be required and constructed on all rights- of-way (except Oregon Avenue) identified in the Plan when property adjoining said rights- of-way is developed; and, v WHEREAS, the City Council has reviewed the Planning Commission recommendation for right-of-way improvements in the Oregon Avenue Corridor and determined that said improvements are needed to insure the public is properly served in terms maintaining the general welfare of the community; NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF PASCO: Section J_. That adequate and proper right-of-way improvements shall be required at the time adjoining property is developed and shall be required on all streets identified in the Oregon Avenue Circulation Plan dated August 1997 or any amendment thereto, except Oregon Avenue (State Route 397). Section 2 . That adequate and proper right-of-way improvements shall include: curb, gutter, sidewalk, illumination, traffic control devices, drainage control. engineered road bases,asphalt driving and parking lanes, and monumentation. All such improvements shall be approved by the City Engineer prior to construction and acceptance. Section 3 . That the developer of real property shall be responsible for installing the required improvements within the respective half of right-of-way width abutting the real property being developed, provided such improvements consist of at least two (?) traffic lanes. Section A . That the unused portion of right-of-way along Oregon Avenue shall be developed with turf around cover, swaled for drainage control purposes and maintained by the adjoining property owners. Passed by the City Council of the City of Pasco this day of 0E+ , 1997. C ®ra Catherine D. Seaman,Deputy City Clerk APPR tz OR M: "_ !Leland B. Kerr, City Attorney ORDINANCE N0. AN ORDINANCE relating to streets and amending the circulation plan for the Oregon Avenue Corridor. WHEREAS, the location and development of streets plays an important function in maintaining the safety and welfare of the public; and, WHEREAS, the proper location and development of streets is vital to the continued orderly development of the City; and, WHEREAS, from time to time the City Council reviews the need for modifying circulation patterns within the City; and, WHEREAS, the City Council previously adopted a circulation plan for the Oregon Avenue Corridor. That circulation plan was reviewed by the Planning Commission and in anticipation of future growth the Planning Commission recommended that the plan be modified by extending Spokane Street east to Wehe Avenue and by extending Wehe Avenue north to Salt Lake Street; NOW,THEREFORE, THE CITY COUNCIL OF THE CITY OF PASCO, WASHINGTON, DOES ORDAIN AS FOLLOWS: Section 1. That Ordinance No. 3238, "Me Oregon Ave Circulation Plan", be and same is hereby amended to show changes as indicated in Exhibit"1" attached hereto. Section 2. This ordinance shall be in full force and effect five days after passage and publication as required by law. PASSED by the City Council of the City of Pasco, day of , 1997. It Charles D. Kilbury Mayor ATTEST: APPROVE S TO FORM- tiU -� CATHERINE D. SEAMAN Leland B. Kerr Deputy City Clerk Ciry Attorney LEAM st X M.NkIN xl��- W I I W VIM M CL IAN AJ, �` 1�;J ', :ti�i ;y:•:111, , ;�i„t�<<.'•� �. i ±�,�•, �ill.i ,f� �,��� ', ,14.r �� �1?, , , , 1 �r1.i7�l�� �1111�” o� ,;'i �����,,'it 9 a1} MW•" µ t,1,111 �� 1i1�. � ���`�t � ��,ti� ;;1x11 z�} 11l 1`..>p" tI �- 1 1 F !111111, 1] P, ]ill till � 1 "` ' ,l �1 � `��`��� 1'1`�� , ;:�1� 1!11. 11i1t,1ti} >' � , -- I f j 11 111 1 1 11 RUCH &U04 AWL AW F1 1-11 1-111 11 RESOLUTION NO. A RESOLUTION REVISING CITY POLICY ON REQUIRED STREET IMPROVEMENTS ON OREGON AVENUE. WHEREAS, by adoption of Resolution No. 2337 (October 6, 1997), the City Council set forth and affirmed policy requiring adequate and proper right-of-way improvements be installed at the time of development of properties adjoining streets identified in the Oregon Avenue Circulation Plan (August 1997), except for Oregon Avenue (SR397); and WHEREAS, Resolution No. 2337 provides that the "unused portion of the right-of-way along Oregon Avenue shall be developed with turf ground cover, swaled for drainage control purposes and maintained by the adjoining property owner"; and WHEREAS, Oregon Avenue is transitioning to a more highly developed urban corridor with a need for a higher level of improvement of the right-of-way than in the past; and WHEREAS, the City of Pasco is working with the Washington State Department of Transportation (WSDOT) to establish a plan for the future of Oregon Avenue, including required frontage improvement; NOW, THEREFORE, BE IT RESOLVED THAT THE CITY COUNCIL OF THE CITY OF PASCO, Section I: That the intent of the City Council is to revise City policy with respect to required right-of-way improvements on Oregon Avenue. Section 2: That any provisions of Resolution No. 2337 pertaining to Oregon Avenue which are in conflict with this resolution are hereby repealed and of no effect. Section 3: That, pending the completion of the plan for the future of Oregon Avenue, right-of- way improvements required at the time adjoining property is developed shall include: a) Roadway widening to provide a 66-foot wide full-depth driving surface, each property owner shall be responsible for providing half-street width (33 feet); b) Access management (driveway location, size and number) as detennined jointly by the City and WSDOT; c) Storm drainage facilities consistent with the roadway configuration; and d) Such other modifications that may be required for existing frontage improvements. All such improvements shall be approved by the City Engineer prior to construction and acceptance. PASSED by the City Council of the City of Pasco at its regular meeting this 17th day of January, 2012. Matt Watkins, Mayor ATTEST: APPROVED AS TO FORM: Debra L. Clark, City Clerk Leland B. Kerr, City Attorney AGENDA REPORT January 3, 2012 FOR: City Coun '_ Workshop Meeting: 1/09112 Regular Meeting: 1117111 TO: Gary Crutch. -' ty Manager - Rick Terway, istrative & Commun ces Director FROM: Dunyele Maso , Financial Services Manager �'� SUBJECT: STORMWATER RATES I. REFERENCE(S): 1. Proposed Ordinance 2. Stormwater Fund Analysis II. ACTION REQUESTED OF COUNCIL/STAFF RECOMMENDATIONS: 1/09 Discussion 1117 MOTION: I move to adopt Ordinance No adjusting the stormwater utility rates effective February 1, 2012 and, further, to authorize the publication by summary only. Ill. FISCAL IMPACT: (Stormwater Utility, Utility Tax) IV. HISTORY AND FACTS BRIEF: A) On 3121111 council approved a stormwater rate increase of$1.20 per month (from $1 ,80 to $3.00) as well as an offsetting decrease of$ 1.20 per month in sewer. This increase was a preliminary estimate to increase stormwater revenues sufficiently to meet current stormwater costs pending a formal rate analysis to determine the long-term rate requirements. B) The formal rate analysis for the stormwater fund was recently completed. The analysis shows an additional rate increase is needed to provide approximately $340,000 per year additional resources to meet current operating needs, perform minimal capital improvements and to restore fund balance to the target 15% of annual operating expenses. Under option A) below this would raise the rate $0.90 per month to $3.90. C) With the proposed rate adjustments, the City's residential stormwater rate would compare with those of neighboring cities as shown below: Kennewick $2.65 Yakima $3.58 Richland $3.85 Pasco $3.90 Walla Walla $6.30 V. DISCUSSION: A) The required stormwater rate revenue could be generated via a 30% increase effective February 1, 2012. The 2012 Stormwater rate would increase by $0.90 per month (from $3.00 to $3.90). This alternative was used to prepare the 2012 budget. B) Staff recommends approval of the 3001/0 increase effective February 1, 2012. 4(e) ORDINANCE NO AN ORDINANCE of the City of Pasco, amending Pasco Municipal Code Sections 3.07.190 Stormwater Utility charges. WHEREAS, The City Council has determined that certain adjustments to the Stormwater user fees are required to fulfill associated financial requirements of the stormwater utility; NOW, THEREFORE, the City Council of the City of Pasco, Washington, Does Ordain as Follows: Section 1. PMC Section 3.07.l 90 STORMWATER UTILITY,is amended as follows: Monthly Charges Per Rate Authority Fee Authority Single Family Residence _X.W 3.90 unit 3.07,190 A (1) 13.60.070 Multi-Family 4--58 1.95 unit 3.07.190 A (2) 13.60.070 Apartments 130 1.95 unit 3,07.190 A (3) 13.60.070 Undeveloped parcel - - mo 3.07.190 A(4) 13.60.070 Vacant building 3� 3.90 mo 3.07.190 A(5) 13.60.070 Parking 0-5 vehicles 3-98 3.90 Mo 3.07.190 B (1) 13.60.070 Parking 6-10 vehicles 9 7.80 mo 3,07.190 B (2) 13.60.070 Parking 11-15 vehicles iMQ 15.60 mo 3,07.190 B (3) 13.60.070 Parking 16+vehicles 109 19.50 mo 3.07.190 B (4) 13.60.070 Property run off($1.25 min) 66.7 8 86.71 acre 3.07.190 B (5) 13.60.070 St Hwy run off($.75min) 36.7 8 21.71 acre 3.07.190 B (6) 13.60.070 This ordinance shall be in full force and effect on and after February 1, 2012 after passage and publication, as provided by law. PASSED by the City Council of the City of Pasco at a regular meeting the 17th day of January; 2012. Matt Watkins, Mayor Pro-Tern ATTEST: APPROVED AS TO FORM: Debra L. Clark, City Clerk Leland B. Kerr, City Attorney STORMWATER UTILITY RATE AND FUND BALANCE ANALYSIS (Assumes 2% increase in number of customers each year) Actual Actual !' i r t Budget Projected Projected Projected Projected Projected 2009 2010 2011 2012 2013 2014 2015 2016 %Rate Change - 67% ;f I i, Q":. rr;. +; Res+denfia!Rate 1 80 1 80 300 3,90 3.90 390 3,90 390 OPERATING Operating revenues 478,695 1,004,104 984,255 1,003,940 1,024,019 1,044,500 1,065,390 Operating expenditures (683,950) (876,555) (973,697) (973,697) (973,697) (1,018,197) (1,018,197) Debt CIP 73,603) (312,998) (111,315) (83,000) (50,000) (50,000) (50,000) ENDING CASH (RESERVE) 776,636 497,778 312,329 211,572 158,816 159,138 135,441 132,633 15"/0 Target Reserves 102,593 131,483 146.055 146,055 146,055 152,730 152.730 AGENDA REPORT FOR: City Council January 4, 2012 TO: Crary Crutchfie (Manager Workshop Mtg.: 1/9/12 Regular Mtg.: 1/17/12 FROM: Stan Strebel, Dcputy City Manage SUBJECT: Estate Fence Committee Recommendations I. REFERENCE(S): 1. Draft Letter 1I. ACTION REQUESTED OF COUNCIL/STAFF RECOMMENDATIONS: 119: Discussion 1/17: MOTION: 1 move to accept the recommendations of the Estate Fence Committee and, further, authorize the Mayor to sign the proposed letter to property owners. III. FISCAL IMPACT: Property Owners: anticipate approximately $7 per if City: in kind, parks crew, community service, school volunteers 1V. HISTORY AND FACTS BRIEF: A) The Estate Fence Committee (consisting of Mayor Watkins, Councilmembers Francik and Yenney, as well as Joe Cruz from the Planning Commission, and Dwayne Speer from the Code Enforcement Board), appointed to consider the problem with estate fencing around some subdivisions has met a member of times since its appointment and is ready to move toward a meeting involving interested property owners, B) The Committee has concentrated on the problems associated with the fencing around Montgomery Estates (Road 100) and Loviisa Farms (Road 100, Chapel Hill BIvd and Road 84) due to a poor quality original product and graffiti issues. The fence breaks easily and has been difficult to clean from frequent graffiti. The Committee proposes to meet with adjacent property owners to discuss a possible replacement solution. 'The following statement (or similar) is noted on the plats for the respective subdivisions: "The City may make repairs or replace the fencing as needed. Property owners adjoining said fence shall be responsible for payment that is reasonable, under the circumstances, for the City to perform and coordinate the installation of new materials, if material costs are paid by property owners. Cedar slats are recommended due to availability, cost and durability. C) There are approximately 120 affected property owners with some 8,400 ft of defective fence, about 70 If per property. V. DISCUSSION: A) The attached letter has been reviewed by the committee and is ready for the Mayor's signature, assuming concurrence by the rest of the City Council. 4(f) January 17, 2012 Dear Property Owner: As 1 am sure you are aware, the "estate" or perimeter fencing that was originally installed by the developer in your area is proving to be a maintenance problem. It is easily broken and several areas have been plagued with graffiti. This has led to an overall poor appearance which threatens lowered property values and encourages further damage by certain individuals. The City has recently been evaluating options for correcting this problem that will provide a stronger fence and also allow for repeated graffiti removal while restoring the fence appearance to near new conditions. The original fencing material is no longer available for purchase (and would be less than satisfactory if it were), resulting in the likelihood that, without a uniform remedy to address the problem, individual efforts to repair the fence will fall short of achieving the uniformity and pleasing appearance as required by the subdivision plat approval, and which the original fencing provided. You may be aware that the plat for the Loviisa Farms#5 Subdivision (NOTE: the language for each plat in Montgomery Estates or Loviisa Farms may vary slightly; will use appropriate language for each property) includes the following stipulation: "Common fencing shall be installed along Broadmoor Boulevard. The City may make repairs or replace the fencing as needed. Property owners adjoining said fence shall be responsible for payment of all costs associated with maintenance and upkeep." We would like to invite you to attend a neighborhood meeting to discuss how we can team with you in transitioning from,the current poor fencing situation to a much more available and maintainable product thereby restoring a pleasant perimeter around your neighborhood. The meeting will be held on Wednesday, February 1 at 7;00 pm at Chiawana High School, Room # We hope to see you then. If you have questions prior to the meeting, please contact Stan Strehel at 543-5760. Sincerely, Matt Watkins Mayor M W/SS/tlz AGENDA REPORT FOR: City Council January 4, 2012 TO: Gary Crutchfi Manager Workshop Mtg.: 1/9/12 FROM: Rick White, Community & Lonornic Development Director SUBJECT: Community Development Block Grant Allocation Policies/Resolution 1969 1. REFERENCE(S): i. Resolution 1969 2. Memorandum to City Manager 1I. ACTION REQUESTED OF COUNCIL/STAFF RECOMMENDATIONS: 1/9: DISCUSSION III. FISCAL IMPACT: IV. HISTORY AND FACTS BRIEF: A. The City of Pasco is an entitlement agency and receives funding annually from the federal Community Development Block Grant(CDBG) Program. B. The City's allocation process has been guided by Resolution 1969 which was approved in 1991. Resolution 1969 addresses the community needs that the CDBG allocation process will provide for. The Resolution specifically excludes "social service programs" from CDBG funding. The attached memo to the City Manager (Reference #2) provides Council with the background behind the approval of Resnlution 1969. C. Each year, the City advertises for applications for use of CDBG finds. The application packet contains the funding priorities as outlined in Resolution 1969 to better inform applicants of the City's intent when distributing CDBG funds. It is typical for funding requests to exceed (sometimes greatly)the amount available for allocation. D. This past September, the funding priorities of Resolution 1969 surfaced dining the allocation process when the Planning Commission's recommendation included funding for a non-city operated social service program. E. City Council did not accept that portion of the Planning Commission recommendation and approved CDBG allocations which follow the priorities in Resolution 1969. Council also requested that this policy be brought back for discussion. W. DISCUSSION: A. Resolution 1969 sets the Planning Commission as the Block Grant Advisory Board. prioritizes imprnvement of the physical environment of the City and precludes funding of social programs with the exception of City operated recreational programs. The Resolution has reduced the amount of general fund expenditures for City sponsored recreational programs (Senior Center recreation specialist, YMCA and Martin Luther King youth recreation specialists) and minimized use of staff resources in monitoring outside agencies for compliance with a myriad of HUD rules for multiple small projects and activities. B. The next rouInd of CDBG funding applications is expected to commence at the beginning of May this year;thus any change in Resolution 1969 should occur prior to the middle of April. 4(g) RESOLUTION NO.J_9ro 9 A RESOLUTION designating the Planning Commission as the Block Grant Advisory Committee and establishing a Council policy regarding Community Development Block Grant funding for the City of Pasco. WHEREAS, the city is obligated to develop a local annual block grant program supporting national objectives; and, WHEREAS, federal block grant regulations provide latitude to local governments in developing their annual block grant program to meet local housing and community development needs; and, WHEREAS, local community development needs center around housing, infrastructure, parks, recreation, economic development and community revitalization; NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF PASCO, WASHINGTON: Section 1. That the Planning Commission be designated as the City's Block Grant Advisory Committee to assist in development of the Community Development Block Grant Program. Section 2 . In developing the annual block grant program, the city will consider only projects that address community development needs in the areas of housing, parks, community sponsored recreation, infrastructure, community facilities, economic development, removal of substandard and hazardous conditions, planning, and other activities that relate directly to improving the physical environment of the city. No social service programs as defined herein below will be funded with block grant dollars. Section 3 . The expansion or construction of physical facilities utilized to house social agencies will be considered as an eligible activity under the city's block grant program. Facility and construction expansion does not include minor maintenance and upkeep such as painting and floor covering replacement, nor does it include equipment purchases. Section 4. For purposes of this policy, social service programs are those programs carried on by non-profit organizations (including governmental agency) designed to provide health, welfare, educational and similar activities dealing with the welfare of individual persons. Programs operated by the City of Pasco such, as recreational programs, are not included in this definition. PA SED by the City Council of C ty Pa o this f day of Ja , Mayor ATTEST: Catherine D. Seaman, Deputy City Clerk AP T99o?dd Gr Rubstello, City Attorney MEMORANDUM DATE: January 3, 2012 TO: Gary Crutchfield, City Manager FROM: Rick White, Director Community & Economic Development SUBJECT: Resolution No. 1969 The Community Development Block Grant program was established in 1974 by consolidating eight categorical grants into one program that focused on community development. The eight categorical grants that made up the Community Development Block Grant were almost entirely directed toward improving the physical environment. These grants dealt with urban renewal, parks and open space, utilities, housing and economic development. The 1974 legislation creating the Block Grant Program had the objective of developing viable communities that provide safe and sanitary housing, suitable living conditions and expanded economic opportunities for low to moderate income persons. The new Community Development Block Grant Program allowed cities to focus grant dollars on a neighborhood in a holistic manner. For example, by installing a storm water system to alleviate neighborhood flooding, improve a neighborhood park, install sidewalks and provide housing rehabilitation - a city could address a variety of community development issues in one project and in one area. During the discussions leading up to the approval of Resolution 1969 it was acknowledged that a separate block grant program was established by the Federal Government that focused federal dollars on social service programs. This program is administered by the federal Department of Health and Human Services. Many of the social service needs in the community are provided for by this Community Services Bock Grant, administered by the State through Community Action Committees. Resolution 1969 reinforced use of the Block Grant Programs for community development needs that center on housing, infrastructure, parks, recreation, economic development and community revitalization. That background of the federal programs may help to understand the two purposes for the creation of Resolution 1969, which was approved in 1991. The first was to establish a committee experienced in conducting public meetings and creating a public record. The original Block Grant Committee (prior to 1991) contained a few individuals who were often vested in the annual Block Grant proposals submitted by the community and had difficulty acting in an impartial manner in developing recommendations. The Committee only met a couple of times a year and never developed the depth of experience necessary to function in a manner that had the appearance of fairness. The Planning Commission was selected as the Block Grant Advisory Committee in 1991 because they met on a regular basis and had the experience needed to conduct proper and fair public meetings. The second purpose for Resolution 1969 was to provide direction to the community and Planning Commission for the submittal and review of Block Grant proposals. The original committee prior to 1991 often strayed from the purpose of the Block Grant program and focused too much effort on social services rather than on physical projects. Although Resolution 1969 precludes funding non--city sponsored social service programs, Block Grant funds have often been used to assist social service agencies in non- programmatic circumstances, such as construction or expansion of facilities. For example Block Grant dollars have been provided to La Clinica for the expansion of the community health clinic on Court Street, the rehabilitation of Emerson School for the Boys and Girls Club and major rehabilitation of the Martin Luther King Center for the YMCA. Resolution 1969 has also had the effect of minimizing dilution of the Block Grant Program (as occurs with giving many small grants to many agencies), reducing the City's role and expense in monitoring conformance with HUD regulations and reducing the City's General Fund contribution to City sponsored recreation programs. AGENDA REPORT NO. 22 FOR: City Council January 5, 2012 TO: Gary Crutchfie i Manager Workshop Mtg.: 0I/09/2012 Regular Mtg.: 01/17/2012 FROM: Ahmad Qayoum , is Works Director SUBJECT: Comprehensive ewer Plan Community Resource Team Formation 1. REFERENCE(S): Il. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: 01/09: Discussion 01/17: MOTION. I move to approve the formation of a Community Resource Team to provide input on the development of the City's Comprehensive Sewer Plan. III. FISCAL IMPACT: IV. HISTORY AND FACTS BRIEF: A) In September 2011, the City of Pasco authorized Murray, Smith and Associates, Inc. (MSA), to assist the City in the creation of a Comprehensive Sewer Plan. The Comprehensive Sewer Plan will provide a holistic approach to addressing the City's wastewater collection and treatment needs to meet flows, loads and regulatory demands now and for the foreseeable future. B) MSA is currently working with City staff in the development of the Comprehensive Sewer Plan. The initial tasks of the Comprehensive Sewer Plan that are nearly complete are the evaluation and review of existing facilities, including development of a sewer system model, determining design capacities and assessing current facility conditions. C) Work remaining as part of the Comprehensive Sewer Plan will include evaluating alternatives to meet current and future wastewater management needs and development of the Capital Improvements Plan (CIP) that will define sewer system facility recommendations, including the potential for a second wastewater treatment facility to meet the City's future needs. V. DISCUSSION: A) As part of the Comprehensive Sewer Plan work program, MSA is tasked to support the City with public involvement elements associated with the Plan. One aspect of the public involvement program is to establish a Community Resource Team (CRT), commonly referred to as an Advisory Committee. The Community Resource Team consists of local citizens representing the community, local business and other key stakeholders, selected by the City for their knowledge of community interests, their diversity of thought and access to both formal and informal stakeholders. B) The CRT is anticipated to consist of 5-7 citizen members. CRT members will not need to have any specific technical knowledge of sewer systems but should have an interest in the community and be willing to actively participate. Members will be requested to commit to a term of one year and will be required to review progress documents (e.g. technical memos). It is anticipated that the CRT will meet three to four times over the year to provide input to City staff and the consultant. C) Staff recommends solicitation of interest over the next couple of weeks with Mayoral appointments of up to seven members by the end of the month/early February, to accommodate the consultant's work schedule. 4(h) Coordinated Emergency Services Governance Findings Report ........................................................................................................................................................................................................................................................_................................................................................................................................................. e G VV e 01V CONSULTING CONSULTING Coordinated Emergency Services Governance Findings Report Table of Contents ExecutiveSummary ........................................................................................................ 1 Section I — Coordinated Emergency Services.................................................................3 Overview...................................................................................................................... 3 Business Needs Matrix................................................................................................ 3 ComputerAided Dispatch............................................................................................4 Records Management System .................................................................................... 5 Analytics ...................................................................................................................... 7 Law Enforcement Data Sharing Standard................................................................ 8 Courts.......................................................................................................................... 9 Emergency Operations Center.................................................................................. 10 Incident Management................................................................................................ 11 Fully Integrated Emergency Systems ........................................................................ 13 Section II — Current Environment .................................................................................. 14 Overview.................................................................................................................... 14 Governance of Coordinated Emergency Services..................................................... 14 DispatchCenters.................................................................................................... 16 Infrastructure of Coordinated Emergency Services ................................................... 17 Integrated Public Safety Systems .......................................................................... 17 Radio...................................................................................................................... 20 Functional Emergency Services Needs..................................................................... 22 Overview................................................................................................................ 22 Summary Comments ............................................................................................. 22 TechnicalSupport...................................................................................................... 24 TechnicalRisks..........................................................................................................25 FranklinCounty...................................................................................................... 26 Benton County Emergency Services...................................................................... 26 Costs ......................................................................................................................... 27 BIPIN...................................................................................................................... 27 +eG01V CONSULTING Coordinated Emergency Services Governance Findings Report Franklin County Dispatch ....................................................................................... 28 SECOMM............................................................................................................... 28 Combined Emergency Services Operations .......................................................... 29 ImpactSummary........................................................................................................ 29 Current Systems Deployments............................................................................... 29 FunctionalNeeds ................................................................................................... 30 SystemSupport...................................................................................................... 30 Governance ........................................................................................................... 31 Costs...................................................................................................................... 31 Appendix A — Application Architectures......................................................................... 32 Client/Server Systems ............................................................................................... 32 Web Services Systems.............................................................................................. 34 Appendix B — FBI CJIS Requirements .......................................................................... 37 Appendix C — Extracts from Franklin County IT's Cyber Security Assessment Report . 39 Appendix D — Extracts from Benton County Emergency Services Cyber Security AssessmentReport.......................................................................................................44 Appendix E — Intergraph-Denali Press Release............................................................ 50 e G V Page I ii CONSULTING Coordinated Emergency Services Governance Findings Report Executive Summary In this Findings Report, we have examined an ideal framework for examining the business needs of coordinated law enforcement, fire and emergency medical services (Emergency Services). Utilizing this framework, we have evaluated the following aspects of the current coordinated emergency services structures: • Governance • Infrastructure • Functional Needs • Technology Support • Technology Risks ■ Costs. When examined in the light of what is needed to provide for a sustainable, efficient, coordinated emergency services environment, each of these components was found to have significant deficiencies in terms of efficiency and effectiveness. Much good work has been done, but it lacks a coherent strategy, an overarching mechanism for coordinated emergency services technology direction setting. As a result, more tactical organizations that have responsibility for components of coordinated emergency services lack the purview and authority to effect change. For example, BIPIN, SECOMM and Franklin County Dispatch are all separate organizations managing a separate component of the overall emergency services picture. Currently, there is significant redundant effort within the two counties that could be streamlined — and result in savings for the constituent communities — not only without any degradation of service, but with substantial improvement to the overall coordinated emergency services system's responsiveness and lower associated risk for the Counties; these improvements could include eliminating the need for forwarding calls to the other dispatch center, and make resources available to staff the dispatch center with Spanish-speaking personnel. This includes potential consolidation of: • Public safety answering points (PSAPs) and related costs • Dispatch centers and related costs • Computer-aided dispatch software deployments and related costs • Technology support functions for coordinated emergency services, and related costs • GIS mapping capabilities for the two counties, and related costs • Incident and crime mapping and analysis capabilities for the two counties, and related costs • Radio systems design and management so that deployment decisions are made based on what makes best operational sense for an agency. e G Page 11 CONSULTING Coordinated Emergency Services Governance Findings Report All changes should be evaluated for their value to the residents of the area (e.g., improved safety and responsiveness, improved operational efficiency/effectiveness, lower costs) and any associated risk they might bring (e.g., financial liabilities due to delays in service response times). Unless changes are made, the infrastructure will remain sub-optimal. Examples include: • Mobile field reporting. Though there are a few exceptions, Law Enforcement personnel in their cars see the mobile field reporting software as unreliable; many do not use it but instead drive back to the station to file their reports. Each time this happens, valuable personnel are taken off the street — doing the good work of law enforcement — so they can fill out paperwork. • Time delays. When a call for service comes into the wrong dispatch center, there are time delays as the call is manually transferred to the correct center. Also, when mutual aid resource requests are made, requests are passed back and forth by telephone. • Fire Pre-Plans. When responding to mutual aid requests, out of jurisdiction responders may be first to arrive. However, they are blind to the risks known to the home agency, which impacts both their safety and effectiveness. Though these decisions may not be politically expedient, the benefits to the safety and budget of the constituent communities should outweigh those concerns. The first step is to place an effective, strategic governance structure over all coordinated emergency services and provide that body with the decision-making and service management authority to improve the effectiveness and efficiency for everyone. Through this lens, infrastructure, functional needs, and technical support can be viewed, provisioned and measured. In addition, technical risks can be examined, addressed and monitored. The key findings and resultant impacts are: • Current Systems Deployment — The current systems deployment is complex, with no coherent overall interoperable systems structure. • Functional Needs -- Most officers/deputies return to the office to complete reports because the field reporting is unusable. • Systems Support — There is no single point of problem resolution for emergency services technologies, which leads to inconsistent service for field personnel. • Governance — The governance structures are convoluted with no overall strategic systems direction. • Costs — No overall governance makes cost management difficult. e G • Page 12 CONSULTING Coordinated Emergency Services Governance Findings Report Section I - Coordinated Emergency Services Overview This section looks at the key business needs that are driving evolution of the Coordinated Emergency Services. It is presented to illustrate an ideal state where political will supports fully integrated services, and the goal is to maximize efficiencies (e.g., shortest response times) and minimize costs. While ideal states are never achieved, they provide us with frameworks with which we can (a) structure our evaluation of our current state, and (b) identify directional goals to achieve. Business Needs Matrix Figure below illustrates the matrix of business needs that coordinated emergency services must address. Private Sector Inter Agency Agency Prevent Coordinated Emergency Services Functions e G 04V Page 13 CONSULTING Coordinated Emergency Services Governance Findings Report The horizontal axis shows the five key functions that public safety agencies perform as they deal with crime, terrorism and natural disasters: Detect, Prevent, Prepare, Respond and Recover. The vertical axis lists the various constituencies that a given project may encompass: a specific agency, cooperative inter-agency consortia, and private sector business organizations. This section will look at ten major types of systems and projects, mapping them on this matrix to show their purpose, and the constituencies they affect. The coordinated emergency services systems are divided into two categories: • Applications Suites: Integrated applications that support the operational mission that include: • Computer-aided Dispatch/Digital Dispatch • Police Records Management/Automated Field Reporting • Crime Mapping and Analytics • Fire Records Management/Automated Field Reporting • Fire/EMS Incident Mapping and Analytics • Courts • Interoperable Systems: Systems are intended to extend the concept of information coordination between entities that include: • Emergency Operations Centers • Incident management These coordinated emergency services technology deployments are discussed in more detail below. Computer Aided Dispatch Computer-Aided Dispatch systems (CAD) generally provide capabilities for: • Dispatch of Law Enforcement, Fire and EMS units • Real-time mapping of incidents and units • Production of mandated State and Federal reports • Access to relevant data from the agency's Records Management System (RMS) e G 0 4 V Page 14 CONSULTING Coordinated Emergency Services Governance Findings Report Figure below maps CAD against the total coordinated emergency services information sharing business domain. Private Sector Inter Agency CAD/ Digital Dispatch Agency Coordinated Emergency Services Functions CAD systems are aimed mainly at Respond, providing a real-time view of incidents and responding units. Coordinated integration efforts for CAD are often focused on consolidation of agencies in a geographical area. Consolidation efforts enable information sharing by having multiple agencies use the same CAD system. Records Management System Records Management Systems (RMS) provides the main interface to operational data for Law Enforcement and Fire agencies. Mobile Data solutions extend this interface to laptops and handheld devices in the field. These systems generally provide for the following capabilities: e G 04V Page 15 CONSULTING Coordinated Emergency Services Governance Findings Report ■ Law Enforcement Fire • Incident reports and criminal history o Premise inventory • Images and mug shots o Fire Pre-Plans • Warrants o Building inspections • Permits o Permits • Field reports o Hydrant inventory • Citations o Training management • Evidence storage and disposition o Asset tracking and • State and Federal reporting management o State and Federal reporting Figure below maps Record Management and Mobile Data solutions against the total coordinated emergency services information sharing business domain. Private Sector Inter Agency CAD/ Fire RMS/ Digital AFR Law RMS Dispatch Agency /AFR Prevent Prepare— Coordinated Emergency Services Functions Law Enforcement RMS and mobile systems are aimed mainly at Prepare, providing a history of people, places, property and previous incidents. With inspection and permitting, Fire RMS and mobile systems are aimed at both Prevent and Prepare; with the use of Pre-Plans, agencies responding to mutual aid requests, who may be the first to arrive, are not blind to the building features and risks that a home agency would know. Regionalized integration efforts for RMS are often focused on consolidation of Fire agencies in a geographical area; though Law Enforcement may share a database e G 04V Page 16 CONSULTING Coordinated Emergency Services Governance Findings Report or provide access to other agencies, most operational activity is localized to each agency. Both Fire and Law Enforcement also touch on the Respond mission. Analytics Incident/crime mapping, link analysis and other data analytical systems provide comprehensive Detect, Prevent and (to some degree) Prepare capabilities for agencies and other first responders. Both law enforcement and fire employ records management systems for day-to-day operations. These databases contain a wealth of information that can provide descriptive and predictive information. This information can be provided by systems that use advanced analytical techniques such as: • Non-obvious relationship analysis: by "crawling" existing data (typically from RMS databases), analysis systems can find and report on relationships between people, locations, vehicles, etc. These relationships can often uncover unseen patterns in behavior. • Mapping: analysis systems can map incident/crime information by a number of categories, including: type, location, day of week, time of day. • Predictive analytics: the analytical capabilities described above can lead to predictive capabilities, patterns and trends. For example, it is often possible to see time/location patterns in car thefts or methods used in arson cases. This information can be useful for resource utilization planning; for law enforcement, this could be where to concentrate patrols or the routes they should follow; for fire, this could be to identify and plan for demand pressure points, identify high risk/high frequency fire patterns for accidental and deliberately set fires. This type of information can also be useful in directing risk reduction programs. Coordinated integration efforts for these systems are often focused on enabling the systems to access data from multiple agencies' Records Management Systems (RMS). The value of analysis systems increases as the breadth of available data increases. This includes: • Within a Jurisdiction: agencies within a jurisdiction often have information-sharing issues. For example, Police, Courts, Jail and Probation have an urgent need to share information, but often do not have automated systems in place to facilitate these needs. • Across Jurisdictions: criminals and natural disasters have no respect for jurisdictional boundaries. First responder agencies, however, often lack the means to share information across these boundaries with other agencies. e G 04V Page 17 CONSULTING Coordinated Emergency Services Governance Findings Report The figure below provides Incident Mapping and Analytics against the total coordinated emergency services information sharing business domain. Private Sector Inter Agency Fire RMS/ Mapping and AFR CAD/ r�- Analytics Digital Law RMS Dispatch Agency /AFR Coordinated Emergency Services Functions Law Enforcement Data Sharing Standard In cases where a common system does not existing, a key enabler for data sharing efforts is adoption of common standards for data. Early efforts focused on the Global Justice XML Data Model (GJXDM). GJXDM has proven to be so successful that it has been incorporated into the National Information Exchange Model (NIEM), which has become the accepted standard for more recent data sharing efforts. Integration efforts for these systems are often focused on providing distributed queries. Information- sharing consortia often begin their efforts by enabling members to make single queries that retrieve data from multiple systems. For example, a member might be able to query for criminal history information on a specific person, and get back a consolidated result that contains available information from all member agencies. e G 04V Page 18 CONSULTING Coordinated Emergency Services Governance Findings Report Courts Courts and Corrections systems provide automation capabilities for the wide range of business processes involved in managing and tracking the progress of offenders moving through the legal system. These systems generally provide capabilities for: • Document management and movement • Management of court dates, appointments and other key events • Life cycle management of offenders through Court, Prison and Parole agencies The figure below maps Courts and Corrections systems. Private Sector Inter Agency Fire RMS/ Mapping and AFR CAD/ Digital Analytics Law RMS Dispatch Courts Agency /AFR Coordinated Emergency Services Functions Courts and Corrections systems are aimed mainly at Recover, with some focus on Respond. Integration for these systems is limited, often focused on automating and streamlining document interaction and delivery across agencies, including: Courts, Corrections, Police, District Attorney, Public Defender, Parole and Probation. e G 04V Page 19 CONSULTING Coordinated Emergency Services Governance Findings Report Emergency Operations Center Emergency Operations Center (EOC) systems provide a means for multiple organizations to collaborate on emergency response efforts. Capabilities of these systems include: • Real-time cross-agency collaboration • Tracking of planned and unplanned events • Reporting and analysis capabilities • Tools for ad hoc teams and work groups Figure below maps Emergency Operations Center systems against the total coordinated emergency services information sharing business domain. Private Sector Eoc Inter Agency Agency � - Prepare • • C10 • Coordinated Emergency Services Functions Emergency Operations Center systems are aimed mainly at Respond, with some focus on Prepare and Recover. "Interoperability" projects for these systems are often focused on collaboration across agency boundaries. The private sector is also included as an important focus of these integration efforts; this is especially important in areas where natural or man-made disaster potential is high. e G 0 4 V Page 110 CONSULTING Coordinated Emergency Services Governance Findings Report Incident Management Incident management systems enable situational awareness and a common operating picture for all participants in complex, multi-jurisdictional incidents. The figure below maps these projects against the total coordinated emergency services information sharing business domain. Private Sector Eoc Inter Agency Incident Management Agency Prepare Coordinated Emergency Services Functions Incident management systems are aimed primarily at the Response and Recovery missions of agencies working together on coordinated emergency services, although they may also impact the Prepare mission to some extent. Coordinated emergency services agencies are the main constituencies for these projects, although they may also involve the private sector, and to some extent, the general public. Key goals of incident management systems include: • Situational awareness: keep users informed of all important facts and events regarding the incident • Common operating picture: provide all participants with a common, comprehensive view of the incident • Command and control: enable effective incident command by providing effective communications capabilities • Collaboration: enable responders, both local and remote, to contribute effectively e G 0 4 V Page 111 CONSULTING Coordinated Emergency Services Governance Findings Report • Access to plans: provide quick, convenient access to maps, response plans and other relevant information • Information on unplanned events: quickly and accurately disseminate information regarding unplanned occurrences that impact incident management. In addition, as events become more complex, multiple jurisdictions and entities must cooperate in order to effectively respond to an emergency. Incident management may be extended to include mutual aid primarily aimed at the Respond and Recover missions of emergency services. The main goal is to enable a local agency to request aid from multiple jurisdictions. Private sector assistance may also be part of the project scope. Current mutual aid projects are beginning to address both intrastate and interstate mutual aid requirements. Key requirements for mutual aid projects focus on ensuring that resources use a common naming standard, compliant with DHS' National Incident Management System (NIMS). These include: ■ Inventory: maintains up-to-date list of available resources • Administration: user identity and rights management • Ordering: fulfills resource requests from inventory • Status: shows current deployment status of all requests • Certification: eliminates self-dispatching by producing vehicle placards, written orders and background information • Indemnification: ensures all parties clearly understand indemnification issues for each incident • Reimbursement: enables reimbursement forms and processes. e G 0 4 V Page 112 CONSULTING Coordinated Emergency Services Governance Findings Report Fully Integrated Emergency Systems As has been shown a fully-integrated coordinated emergency services incorporates data sharing and information flow between and among the key operational systems. The workflow requires that the call for service be handled by a first responder. Subsequently the information regarding that call needs to be analyzed and categorized in order to effectively prevent and prepare future events. The future of coordinated emergency services is in extending the information sharing and workflow to other agencies. The figure below shows a complete picture of the ideal coordinated emergency services systems. Private Sector EoC Incident Management Inter Agency Fire RMS/ Mapping and AFR CAD/ Digital Analytics Law RMS Dispatch Courts Agency t. /AFR W - ' Prepare' - • . • • • • Coordinated Emergency Services Functions e G 0 4 V Page 113 CONSULTING Coordinated Emergency Services Governance Findings Report Section II - Current Environment Overview In this section we will examine the current environment for coordinated emergency services. This information was gathered through a review of existing documentation and through interviews with key personnel in Franklin and Benton Counties, the Cities of Pasco, Connell, Richland, Kennewick, and West Richland. This section examines the following areas of the current environment: • Governance — How coordinated emergency services is managed? • Infrastructure — What type of systems are used to support coordinated emergency services? • Functional Needs — What functional needs are not currently being met by the existing governance and infrastructure? • Technology Support — How is the current infrastructure supported? • Technology Risks — What are the inherent risks with the current infrastructure? • Costs — What are the costs related to emergency services today and how are these costs funded? Governance of Coordinated Emergency Services There is no current strategic-level governance for coordinated emergency services between the two counties. While a significant number of tasks forces, team, and other governance entities exist for specific purposes (e.g., SECOMM, BIPIN, Drug Task Force, Franklin County Oversight Committee), no single entity exists overseeing the strategic mission of emergency services throughout the area. This situation is not unique to Franklin and Benton Counties, as presented by Brig. Gen. Mike Caldwell, deputy director of the Oregon State Military Department and Interim Director of the state's Emergency Management Agency. In testimony to the House Oversight Committee on April 15, 2011, Caldwell stated that sheriffs in southern Oregon had difficulty communicating with adjoining jurisdictions, particularly across state lines to e G 0 4 V Page 114 CONSULTING Coordinated Emergency Services Governance Findings Report Crescent City, California, during the March 11 Tsunami response.' This has been a logical, historical progression for the area. Each jurisdiction has addressed its own emergency services needs. Where possible, entities have looked beyond their jurisdiction for opportunities to share infrastructure or integrate workflows/processes when it made sense, either to lower costs or improve operating efficiency. Consequently, those cross-boundary entities that do exist operate discretely, pursuing what they believe is in the best interest of the residents of their jurisdiction. The two county area lacks a single integrating body that has responsibility for emergency services strategy, examining the area's functional needs within the contexts of leveraging available infrastructure, operating processes, and available technical support, and minimizing technical risks to the residents of the area. Taken in the context of the Coordinated Emergency Services model presented in Section I of this Report, the area needs a single entity that can examine the functional needs of the area and select the strategic direction to address its business needs for both Law Enforcement and Fire. Specifically, a single governing entity could identify how it planned to manage and provision services (i.e., as an area with a single, coordinated services model, as separate entities, or using a mixed model approach) to cover each of the component areas (highlighted in white below). Records 11r �Ir ..- Dispatch Center Detect Prevent Prepare Respond Recover "Tsunami Response Reveals Poor Radio Interoperability," by Bob Brewin, NextGov, 15 April 2011. www.nextgov.com. ......... ......... ......... ......... ......... ......... ......._ ......... ......... ......... ......... ......... eG $O Y Page 115 CONSULTING Coordinated Emergency Services Governance Findings Report The identified strategy must address the framework that will be used to manage each of these, from both operational and governance perspectives. In addition, the governance structure should provide for • Funding, specifically how budgets are established, contribution amounts, and the tie, if any, of contributions to voting status on the strategic governance group. • Teams, both standing and ad-hoc, composed of managers from within the agencies who can meet to determine how to operationalize cooperative, regional activities and report back to the strategic governance group. • Service Providers, who will provide critical, coordinated emergency services, such as dispatch, IT support, radio. Funding should be tied to performance measures and/or service level agreements for each of the service providers so that the strategic governance group can monitor and assess the quality and improvements to service on an ongoing basis. • Customer and Provider Feedback Mechanisms should be provided in order to promote effective communications and transparency. Dispatch Centers There are currently four dispatch centers operating within the two counties. These are: • Franklin County Dispatch, which dispatches for Franklin County Sheriff's, Franklin County Fire Protection District #1, Franklin County Fire Protection District #2, Franklin County Fire Protection District #3, Franklin County Fire Protection District #4, Franklin County Fire Protection District #5, Franklin County Hospital District 1, Pasco Police, Pasco Fire, Connell Police and Connell Fire. • SECOMM, which is located at Benton County Emergency Services and dispatches for the Benton County Sheriff, Richland Police, Richland Fire, Kennewick Police, Kennewick Fire, West Richland Police, Benton County Fire Protection District #1, Benton County Fire Protection District #2, and Benton County Fire Protection District #4. • Prosser Dispatch, which dispatches for Prosser Police, Prosser Fire Protection District #3, Benton County Fire Protection District #5, and Benton County Fire Protection District #6. • Hanford Dispatch, which dispatches for Hanford Patrol, Hanford Fire, and US Fish and Wildlife. These organizations are providing the same functions to the different geographically centric agencies using similar, though separated technologies. e G V Page 116 CONSULTING Coordinated Emergency Services Governance Findings Report Infrastructure of Coordinated Emergency Services There are two key components of the current infrastructure. These are: Integrated Public Safety Systems, and Radios. Each of these is discussed in more detail below. Integrated Public Safety Systems As deployed in the two counties, the Intergraph integrated public safety system is Client/Server based system2 that consists of computer-aided dispatch (CAD), records management (I/LEADS), and mobile modules. In order for Client/Server systems to meet the needs of their users, they must be efficiently designed to allow communications between Client (desktops) and Servers; changes to any of the components must be coordinated in order to avoid service disruption; and, the network must be stable. In addition, network management must adhere to FBI CJIS requirements.3 The system is currently being shared by the following agencies: ■ Franklin County Benton County • Franklin County Sheriff o Richland Police • Franklin County Fire o Richland Fire • Pasco Police o Kennewick Police o Pasco Fire o Kennewick Fire o Connell Police o Benton County Sheriff • Benton County Fire • West Richland Police Franklin County dispatches both law enforcement and fire for Franklin County agencies. Benton County Emergency Services (BCES) dispatches both law enforcement and fire for Benton County agencies. This deployment of the Intergraph system has many unique features; after investigating performance issues in 2010, Intergraph reported that there were no other locations that had the same architectural configuration as was deployed here (i.e., two CADs interfacing to a single RMS, with all three being in separate locations). In addition, there are other unique features of this deployment, including- 2 See Appendix A—Applications Architectures, for more information. 3 See Appendix B — FBI CJIS Requirements. ............................................. .... ......... ......... ......... ......... eG $O Y Page 117 CONSULTING Coordinated Emergency Services Governance Findings Report • The two CAD deployments are highly dissimilar. Franklin County has chosen not to make modifications to its system; however, BCES has made significant customizations to the system, making the Intergraph command line emulate the HiTech system, which was the system that BCES used prior to purchasing Intergraph. This results in higher systems management complexity and cost, and more complex interfaces with I/LEADS. In addition, the difference in deployments also affects vehicle routing from, for example, Pasco to Kennewick because of the different maps; Pasco Fire currently uses portable Garmin units for this purpose. • There are different maps being used on the separate CAD installations; the related update and address verification processes are also different. As a result, this could make location-dependent crime analysis statistics misleading. • All network traffic for I/LEADS runs over a single ULAN (VLAN40) and a 10 megabit link. Without the ability to manage traffic into the VLAN, network broadcasts could slow down everyone's network performance. An illustration of the current system environment is shown below. Mobile Computer Ai Jed Dispatch Mobile (BC ES) Law Records Management (I-Leads) B JD o VLAN40 Mobile Computer Aided Dispatch Mobile (Franklin County) O KPD Citrix FCSO BCSO 0 0 Connell PD Pasco PD 0 Richland PD ..........................................................................................................................................................................................................................................................................................._........................................................................................................................................................................................................................................................ e Gf t • Page 118 CONSULTING Coordinated Emergency Services Governance Findings Report Concerns with the Current Intergraph Deployment In summary, the major concerns with the current Intergraph deployment are: • There are multiple systems management areas. There are two CAD systems: one in Franklin County managed by the Franklin County IT Department; and, the other at BCES managed by its IT Department. In addition, there is the I/LEADS system which is hosted and managed by the City of Kennewick IT Department. • The architecture is unique and the only one of its kind that Intergraph supports. When issues occur, Intergraph does not have a body of experience upon which to draw that would help resolve issues quickly and effectively. Ultimately, this means increased downtime for users and increased support costs. • The computer-aided dispatch (CAD) deployments are dissimilar. Though they are both using the Intergraph system for CAD, these systems are configured differently. Franklin County has done no customization; whereas BCES has done substantial customization, mirroring many aspects of the Hi-Tech system they used previously. These systems use maps that are generated from different organizations. As a result, this could make location-dependent crime analysis statistics misleading. • The network is unmanaged and it is impossible to segregate network traffic. Without the ability to manage traffic, network broadcasts could slow down everyone's network performance. When there are issues, it is difficult to identify whether the network's performance is involved since no one has a view of activity from the laptop through the network to the application. Without one entity having a complete view through the network, it is unclear where the problem is and which support organization is responsible for addressing the issue. • Field reporting systems are suboptimal for most agencies. Intergraph's current field reporting application has not been optimized for field users using Citrix. In addition, Law Enforcement personnel in their cars see the mobile field reporting software as unable to meet their functional needs; most do not use it but instead drive back to the station to file their reports. Each time this happens, valuable personnel are taken off the street — doing the good work of law enforcement — so they can fill out paperwork. Effective field reporting places more deputies and officers on the street. • There is no backup dispatch facility at BCES. Franklin County does have dispatch redundancy through Franklin County Emergency Management (FCEM). FCEM has a set of consoles and connectivity to operate if the existing FC dispatch had to be evacuated. However, Franklin County's consoles are inadequate to support its current mission; new consoles are required to support the expanded VHF channels. e G 0 4 V Page 119 CONSULTING Coordinated Emergency Services Governance Findings Report Planned Changes to the Intergraph Product Line According to Intergraph, their general product direction in the mobile environment is away from a Client/Services architecture towards a Web Services architecture.4 This is consistent with software industry trends, as well as public safety software trends. Intergraph has launched Web services using their integrated mobile/field reporting application MPS. Intergraph's recent acquisition of competitor, Denali, is an additional step on its roadmap. The acquisition, according to Intergraph, allows it to extract the best of that company's web-based products to advance its product migration.5 Radio The two counties are served by two separate and distinct radio technologies: ■ VHF — This type of radio system is currently utilized by Franklin County for all law enforcement and fire communications, and is hosted at Franklin County; and by fire throughout Benton County, and is hosted by the City of Richland. ■ 800 MHz — This radio system is currently utilized throughout Benton County for all law enforcement communications, and is hosted at Benton County Emergency Services. Both of these systems are in use today and provide substantial coverage and reliability within their coverage areas. However, there are still coverage gaps in both systems within their coverage areas and this is an ongoing source of consternation for the users of these systems. In 2009/10, ADCOMM Engineering Company performed a study and provided recommendations for Pasco Police. While updates have been planned and some changes have been made to the radio systems, their performance as reported by users remains largely unchanged from the time of the study. 4 See Appendix A—Applications Architectures, for more information. 5 See Appendix E— Intergraph-Denali Press Release. ......... ......... ......... ......... ......... ......... ........_- ..... ......... ......... ......... ......... eG $11 Y Page 120 CONSULTING Coordinated Emergency Services Governance Findings Report In summary, ADCOMM recommended that Pasco Police move from the Franklin County VHF system onto the Benton County 800 MHz system. This is intended to provide Pasco Police with: • Multiple law channels, as opposed to the single channel currently available • Emergency button capability • Improved coverage and reliability within the City • Improved interoperability with Kennewick and Richland Police Departments for operational activities. Coverage issues are also reported by users of the 800 MHz system in Benton County. This is reported to be the result of • Bleed over from cell phones when the system was transferred from analog to digital in 2010, and • Placement of a tower on top of Rattlesnake Mountain in a less than advantageous location due to tribal-related issues. As of the time of this Report, these issues have not been resolved and are reported to continue to affect users primarily in Benton City, though users in Richland, West Richland and the Benton County Sheriff's Office have reported issues as well. In the past, BCES was able to patch a VHF repeated channel referred to as Regional (Channel 9) into the 800 MHz system. This allowed a VHF user to switch to the Regional, an 800 MHz user to switch to the Regional talkgroup, and for the two to communicate with each other. This was on-demand and controlled by the dispatch centers. The arrangement was terminated when digital 800 MHz was brought online in August 2009. Currently, the only method of patching is through a Statewide simplex channel (LERN); however, it is inadequate for meeting operational needs. To provide regional patch capabilities, both radio providers would have to agree on policies and Franklin County dispatch would have to upgrade its consoles. User agencies would like this patch to be provided without dispatch center intervention. e G 0 4 V Page 121 CONSULTING Coordinated Emergency Services Governance Findings Report Functional Emergency Services Needs Overview In the Spring 2011, interviews were conducted with the following agencies to determine what functional emergency services needs they have that are not currently being met. • Franklin County Benton County • Franklin County Sheriff o Benton County Sheriff • Franklin County Fire o Richland Police o Pasco Police o Kennewick Police • Pasco Fire o West Richland Police • Connell Police o Benton County Fire • Franklin County Information o BCES Dispatch Technology Department o BCES Information Technology • Franklin County Dispatch • Joint Fire/EMS Stakeholders Joint Law Enforcement Stakeholders As promised as part of our interview protocols, functional need requirements and comments are provided in a summary form in order to protect the anonymity of the respondents. Summary Comments • Misdirected 911 Calls — There is conflicting opinions regarding the degree to which 911 calls are misdirected. Data provided by BCES reports that they transferred 3.5% of all calls to Franklin County over a six month period (22 September 2010 — 14 March 2011); the bulk of these were wireless 911 calls. This data is in dispute, however, and is under review. While it is clear that the two dispatch centers have worked to improve the process for call transfers, it remains that annually a few thousand 911 calls are being misdirected and this is increasing the response time to those calls by seconds to minutes. In addition, there are an unreported number of dropped calls. This is a risk being borne by both Counties. Due to the potential impact of delayed response, determination of the acceptability of this risk should be escalated from the dispatch centers to the Commission level. ` • Dispatch Delays — Time delays occur as calls are passed between dispatch centers. • Situation Awareness — Situational awareness is limited to the hosting dispatch centers. In addition, situational awareness does not extend beyond county line. This is important to support mutual aid requests. e G 0 4 V Page 122 CONSULTING Coordinated Emergency Services Governance Findings Report ■ Fire Pre-Plan Visibility — Fire Pre-Plans are only visible to home agency. Supporting mutual aid agencies do not have access to Pre-Plans. ■ NextGen — State is driving this process. Franklin County is expected to be NextGen- ready in May/June. Schedule for Benton County is not determined. ■ Mobile — • Reporting — Most agencies report a lack of reliable, high performance mobile reporting capabilities is adding significant time to law enforcement calls and is having significant organizational impact. • Connectivity — Most agencies need to improve mobile connectivity and capabilities. Were supposed to get mugshots on the MDTs but still cannot today. ■ 800 MHz Radio — Some users are not comfortable with radio coverage and reliability. Whether issues are actual or perceived, users have identified that BCES is not expedient in resolving these issues. ■ Franklin County VHF Radio — Some users are not comfortable with radio coverage and reliability. The users report that the Oversight Committee has limited ability to influence direction. Whether issues are actual or perceived, FCSO has only recently begun to respond to these needs and has recently acquired additional channels. Given a lack of communication of build-out plans to users, it is unclear that current build-out of VHF capabilities in Franklin County will address these needs. The Sheriff's Office reports that they will be bringing multiple additional frequencies online in the future. Franklin County dispatch will need new CAD radio consoles in order to manage these multiple frequencies. ■ Incident and Crime Mapping — Analytical mapping of incidents and crimes is supported in certain agencies; though this data is shared via email, the analysis is done for its host agency and may have limited applicability outside that agency. In the case of crime mapping, criminals do not observe geographic borders; and, incidents may involve resources beyond those from the local agency. What is needed is a holistic perspective for analytical mapping, providing information is available to everyone on demand, or pushed out as determined important by each agency's management. ■ Automatic Vehicle Locator (AVL) — Franklin County Sheriffs' vehicles and City of Pasco Fire apparatuses have AVL. However, City of Pasco Fire does not utilize it because of GIS limitations. Other agencies would like to see this expanded to assist with situational awareness and improved officer/deputy safety. ........................................................................................................................................................................................................................................................._........................................................................................................................................................................................................................................................ e G 0 Y Page 123 CONSULTING Coordinated Emergency Services Governance Findings Report Technical Support The existing support environment is characterized by multiple support organizations involved in resolving issues on the same system. This type of arrangement has left the users confused as to the most appropriate organization to contact, and has created long recovery times due to the inability of any one organization to have control over any one technical issue. To further explain the issues, the organization that provides support for an officer/deputy varies depending not only on what they are doing but what component is causing the issue. For example, if an officer at the Pasco Police is having an issue with field reporting on his mobile computer, it could involve up to four different organizations to resolve the issue (i.e., City of Kennewick IT, Verizon, BCES IT or the City of Pasco IT Department). Either the officer becomes an expert at identifying what component may be causing the issue, or s/he must wait until it goes through a diagnostic chain of custody to identify what the source of the problem might be. The multi-agency support of the various applications is illustrated below. In the graphics, the process of troubleshooting an application follows the vertical stack; for a typical support process to be effective, the efforts of multiple organizations must be in tight coordination. Franklin County Digital Dispatch Field Support . Franklin City of Applications County IT Kennewick IT •. • Verizon Verizon • Franklin BCES IT Franklin County IT County IT Hardware/ Local Agency Local Agency Local Agency Operating System e G 0 4 V Page 124 CONSULTING Coordinated Emergency Services Governance Findings Report Benton County Digital Dispatch Support . . Applications BCES IT City of Kennewick IT •. • Verizon Verizon • BCES IT BCES IT BCES Radio— Hardware/ Local Agency Local Agency Local Agency Operating System This structure is both inefficient and ineffectual for the officers/deputies who rely on these devices and their capabilities to do their work. Failure to provide them with a streamlined, reliable and consistent technical support structure means that they either (a) rely less on these devices to get their work done, or (b) become less effective themselves. The support process needs to be streamlined so that trouble resolution is controlled by a single agency that either has complete control of all of the systems or has the ability to delegate support while tightly managing the trouble resolution process. Technical Risks During meetings with the Franklin County IT Department and BCES IT, a review of the technical risks of each organization's environment was performed. The technical risk analysis was conducted using a Department of Homeland Security Cyber Security Evaluation Tool (CSET). The purpose of the toolset is to identify and prioritize vulnerabilities and other risks in order to bring them to the attention of the affected organization. The findings of the review are prioritized based on the criticality of responses. e G 0 4 V Page 125 CONSULTING Coordinated Emergency Services Governance Findings Report The output of these assessments was provided to each organization in its entirety; summaries of the vulnerabilities and recommendations contained in the Reports are provided as Appendix C for Franklin County and Appendix D for Benton County. In addition, highlights of the key vulnerabilities are provided below. Franklin County Most L Of the ninety areas examined as part of the assessment, fifty were Notable Good Practices; recommendation for these are to continue (sustain) current practices. Of the remaining lmoderate forty practices which indicate the need for some level of attention in the future, over half show needs which are less than urgent. Thirteen, Notable however, show the highest level of urgency and should be addressed immediately. These Include (in order of priority): Questionnaire Summary • Risk and Vulnerability Management criticality Questions • Disaster Recovery and Business Continuity Notable Good Practices (sustain) 50• Monitoring and Incident Response Most(address immediately) 13 Moderate (address in the near future) 19 • Configuration Management, and Least (address eventually) $ • Security Policy. Benton County Emergency Services Of the ninety areas examined as part of the Monti Least assessment, forty-five were Notable Good Practices; recommendation for these are to j continue (sustain) current practices. Of the remaining forty-six practices which indicate the need for some level of attention in the future, Moderate thirty-eight show needs which are less than Notable urgent. Eight, however, show the highest level of urgency and should be addressed immediately. These include (in order of priority): • Access Control Questionnaire Summary • Risk and Vulnerability Management Criticality Questions • Disaster Recovery and Business Continuity Notable Good Practices(sustain) 45 Monitoring and Incident Response Most(a s • Moderate (address in the near future) 31 • Configuration Management, and Least (address eventually) 1 7 • Security Policy. e G " Page 126 CONSULTING Coordinated Emergency Services Governance Findings Report Costs The costs and associated budget contributions made by the various entities are structured to mirror the governance structure. As overall governance of emergency services is fragmented, so, too are the cost structures. This fragmentation inhibits the ability of the area's constituents to gain economies of scale, leverage their purchasing power, and save money. The details below examine the individual cost structures for BIPIN, Franklin County Dispatch, and SECOMM. BIPIN According to the 2011 BIPIN Financial Report (April), the expenditure budget for BIPIN is $602,169. The contribution sources are identified in the diagram below as well as their comparable contributions. West Richland Kennewick Franklin County 4% 13% Jail 10% Pasco 10% Richland 10% Benton County Connell Jail 37% 2% **Benton County Franklin County 9% 5% ......... ..... ......... ......... ......... .................. .................. ................_ ............................................................................................................................................................................................................... e G, M Page 127 CONSULTING Coordinated Emergency Services Governance Findings Report Franklin County Dispatch According to the 2010 Franklin 2010 Budget, the expenditure budget for Franklin County Dispatch is $1,812,784. The contribution sources are identified in the diagram below as well as their comparable contributions. FC Fire Other State E911 1% 3% 9% Pasco PD Phone Tax 46% 24 Pasco FD, 3% Connell PD FC Sheriff's 3% 11% SECOMM According to the 2010 Southeast Communications Proposed Budget (Revised), the expenditure budget for SECOMM is $4,200,764. The contribution sources are identified in the diagram below as well as their comparable contributions. Interlocal Other 1% 1% Kennewick State E911\ 28% 27% Benton County Fire 3% West Richland 4% Richland Benton County 21% 15% e G " Page 128 CONSULTING Coordinated Emergency Services Governance Findings Report Combined Emergency Services Operations The combined expenditure for the three organizations is $6,615,717. The contribution sources are identified in the diagram below as well as their comparable contributions. Interlocal Other Phone Tax 1%I 1% 7% Kennewick 19% State E911\ 20 FC Fire Richland 0% 15% Franklin County 4% Connelll West Richland 1% 3% Pasco 14% Benton County BC Fire 13% 2% Impact Summary The implications and impact of the Findings are summarized below. Current Systems Deployments The current systems deployments include both computer systems and radios. The implications and impacts for each of these are summarized below. ■ Computer Systems • The unique architecture is more difficult to support and therefore, more expensive to maintain. • Because there are separate systems with different update processes, the systems management is more complex, resulting in increased difficulty for staff to maintain the system as well as higher support costs. • There is no network traffic management. As a result, there is no one responsible for fixing network performance issues. e G, M Page 129 CONSULTING Coordinated Emergency Services Governance Findings Report • Field reporting system is unusable by most agencies. This results in reduced effectiveness of Law Enforcement personnel and less time on patrol. • Neither county has adequate backup dispatch capabilities, though Franklin is better positioned than Benton. ■ Radio • There are coverage and reliability issues for both VHF and 800 MHz; however, these are being addressed. • Pasco PD wants operational coordination capabilities enabled by placing all Tri- Cities Police on 800 MHz. Functional Needs • Though a small percentage of calls are misdirected, the actual number of calls affected is high, and the liability of a mishandled call could be high. • Passing resource requests between dispatch centers results in time delays. • Passing a service requests between dispatch centers results in time delays. • Lack of visibility into Fire Pre-Plans leaves first responding mutual aid providers with higher safety risk and lower effectiveness. • Lack of reliability in mobile applications leads to less deputy / officer time in field, more time in office completing reports. • Current process does not provide for Fire to have adequate situational awareness for field operations. System Support • Due to the complexity of the support environment, it can be difficult to figure out where the problem is and who is responsible for fixing it. • Since there is no one responsible for fixing the problem, this can lead to • Lengthy repair times • Inconsistent level of service for field personnel • Finger-pointing in complex situations. e G 04V Page 130 CONSULTING Coordinated Emergency Services Governance Findings Report Governance • The multiple governance structures (e.g., BIPIN, SECOM, Franklin County Dispatch) makes overall Emergency Services governance convoluted. • There is no overall strategic systems direction. Costs ■ Lack of overall strategic systems direction or management makes it difficult to manage overall costs. Next Steps In the next phase of this project, we will examine conceptual governance model alternatives that can both address current limitations while minimizing their impact on the scope of authority of key stakeholders. To do this, we will draw from existing governance models that are currently operating to identify those with features we would want to emulate. With a governance model chosen, we will develop a conceptual architecture and a systems support structure that can effectively and efficiently provide services to the area's residents. With a governance model, architecture and service model selected, we will examine a cost allocation model that reflects and balances the political, geographic and financial stakeholders and their interests. e G 04V Page 131 CONSULTING Coordinated Emergency Services Governance Findings Report Appendix A - Application Architectures This section provides a basis for understanding components involved in distributed (Client/Server) applications, such as the Intergraph system. Understanding basic application architecture, relationships between commercial applications and the component interfaces required to support law enforcement solutions provides a foundation for understanding distributed applications and how they are implemented. Client/Server Systems Client/Server (C/S) systems segregate the application that traditionally had executed only on the mainframe; the system operates between a client application operating at the desktop and a server application executing at the backend server. The architecture consists of four logical layers: the application, the server, the client and the network. The user application interfaces are graphical (GUI) with an "intelligent front end" user workstation (client), communicating over a local area network (LAN) or wide area network (WAN) to access the shared "back end" processor (server). This architecture has combined a variety of closely integrated commercial products to establish a fully supported system solution. The major benefits of Client/Server Architecture have been: • Flexibility - Client pieces can be added or changed without disturbing existing server data and services. • Speed of new application deployment - Given a stable server core, most new applications will boil down to deploying a client piece that supports a new process or product concept. This can be accomplished very fast with today's advanced client development tools. These advantages of durability and flexibility of architecture drive the guidelines for good client server design. In essence, core, fundamental data and programs (objects) should reside on the server, whereas presentation, process models, end calculations, etc. should reside on the client. The client side then gathers and validates data and gives visual feedback, while the server side responds to client requests for data and services. The use of this architecture provides the advantages of increased hardware and software flexibility, improved system response time, as well as improved user productivity. In fact, research results strongly supports that the use of the graphical user interface provides benefits over the traditional character-based user interface in white- collar environment. Specifically, the research supports seven benefits: e G V Page 132 CONSULTING Coordinated Emergency Services Governance Findings Report • GUI Users (1) work faster and (2) work better (complete more of their tasks accurately) than Character User Interfaces (CUI) users, and therefore have (3) higher productivity than CUI users. • GUI users express (4) lower frustration and perceive (5) lower fatigue after working with microcomputer. • GUI users are better able than CUI users to (6) self-teach and explore and to (7) learn more capabilities of the application. However, to obtain these advantages, one must deal with the higher complexity of distributed systems because they have many more components than centralized predecessors. The networks, operating systems, database servers, user interfaces, front-end development tools, middleware, processor types, standards, and design methodologies all complicate the client/server strategy. Issues with a distributed systems architecture implementation: • Design is critical - Most benefits from client server depend upon Client/Server and server0 1 getting the functional split right. overl_Ary/wAiv Internet Access server O✓\ The server side must be stable and fundamental (should model Workgroup with / Ethernet Switch true business objects), and Ethernet communications between client swi/��\ and server should be minimal to accommodate network bandwidth Router constraints. Workgroup with Ethernet Hub • Change management - changing Frame to client server requires a new ISP& Relay way of thinking about systems Internet High development, with emphasis on Bandwidth what to reuse and what to buy, Users rather than on what to build. Accomplishing this change in thinking can be a major challenge. • Stable Network - A stable, high throughput network is instrumental in achieving the levels of performance required since the application is split between the server and client over what could be a great distance. The first and most important component of the architecture is the application. The application is the program that runs on either the client or the server. It determines how the user perceives the system. An application exploits the client's user interface for presentation to the user, and exploits the server for data services and some processing. However, the shifting of application logic to the client side has thrown the model off Ie G, M Page 133 CONSULTING Coordinated Emergency Services Governance Findings Report balance forcing ever increasing processing requirements on the client. In order to maximize the utilization of the server, careful application partitioning design and development is critical in order to control the ever-increasing workstation processing requirements and costs. The back end system, the server platform, must be selected in conjunction with the database server software. Critical issues in this platform include server capacity, database software meeting user performance requirements, and the server operating system supporting the chosen database software. Operating systems such as Windows Server and UNIX provide advanced features such as pre-emptive multitasking, multithreading, virtual memory management, and high performance Input and Output, which are critical to allowing high performance databases to operate. The client is one of the most important aspects of the overall system, yet most often overlooked. The client is where most of the application processing occurs and where the user perceives the overall system. Important aspects to consider when designing the client are the selection of a front-end development system that meets the programmer, database server, and user needs. Tools such as Visual Basic and SQL server are instrumental in providing effective applications; however, these tools must be selected in conjunction with the processor, operating system, and user interface. A common characteristic of distributed clients and servers is their communications capability provided by the Internetwork. Within the integrative role provided by the Internetwork, the concept of distributed computing is to assure that end users have transparent access to any computing resource needed across the Public Safety operations. The Internetwork which consist of a Local Area component or LAN, removes requests from the client to the server, and then transports the results back to the client. The design requires the selection of the type of network, (e.g. Ethernet, Metro Ethernet etc), a transport protocol, and the networking equipment. In conjunction with the transition from a centralized host to C/S architecture, Web Services Systems have begun to cause a transition within the C/S architecture. Web Services make networks simple for users. Web Services Systems The Web Services systems, like C/S utilize a client based "front-end" application called a Web browser (e.g. Netscape, Internet Explorer). This application requests discrete information "pages" from the Web server and displays on the browser at the user workstations. Users do not have to know how to connect to a server, or even where a server is located on a network. Older, powerful mainframe or client/server applications become easier to use. e G 04V Page 134 CONSULTING Coordinated Emergency Services Governance Findings Report The Web Services applications, like C/S, utilize a client based "front-end" application called a Web browser (e.g. Internet Explorer). This application requests discrete information "pages" from the Web server and displays on the browser at the user workstations. Users do not have to know how to connect to a server, or even where a server is located on a network. Older, powerful mainframe or client/server applications become easier to use. There are several distinguishing features: • Uses TCP/IP (transmission control protocol/Internet protocol) for both wide-area and local-area transport of information, • Uses HTML (hypertext markup language), XML (Extensible Markup Language), SMTP (Simple mail transport protocol) and other open Internet-based standards as the means of moving information from clients to servers, • Is completely owned by an agency and not accessible from the Internet-at-large by the general public. These application transitions have caused a similar transition in the network environ- ment, such that the network traffic will be dramatically altered. In such a dynamic environment, the Transport Network both LAN and WAN must support high-speed transmission to satisfy the response time requirements of the applications. Given the growing trend of traditional as well as new applications to send large quantities of burst-oriented data from LANs across the WAN, the network must now be able to provide high-capacity bandwidth on demand. Data as we know it today is usually completely different in every single system we use. Each software system has its own database and internal "business logic" that means nothing to an external system. Because of this, we have to go to a lot of work in order to translate the data into either a common format, or to another form that the external system will understand. This translation layer can be very difficult to implement as well as time consuming (re: processor intensive) depending on the technology being used. Since there are so many distinct systems in use today, this data translation layer has become more important in the integration of the various criminal justice systems. That is what WEB services and the intranet protocol XML (eXtensible Markup Language) is all about. Web services use standard Internet protocols and data formats to extend a component- based programming model across the Web. HTTP (the method used today by Microsoft Internet Explorer) is used to access Web services, which are Web-based components and applications built on four core technologies: XML; Simple Object Access Protocol (SOAP); Web Services Description Language (WSDL); and Universal Description, Discovery, and Integration (UDDI). XML, a self-describing tag-based language, is the foundation of the Web services architecture. Its main value lies in the fact that it is a platform-independent data- e G • Page 135 CONSULTING Coordinated Emergency Services Governance Findings Report transport mechanism. SOAP is an XML grammar that specifies how data and commands are sent between applications. WSDL is another XML syntax that applications can use to query one another about the names and properties of the Web services that they support. UDDI is a directory mechanism for Web services that fills a role much like Active Directory's (AD's) role on a LAN. UDDI lets a Web services application dynamically discover available Web services that it can use. WEB service and XML makes it possible to easily share data with anyone. This can be accomplished by a translation layer at each agencies system. While conceptually not much different than today's method of data transformation, XML makes this process very easy to implement as well as very fast. An XSLT (or XML Stylesheet Transformation) is an XML document that maintains a data mapping scheme to transform one set of data into another. Each agency wishing to share data with another simply needs to publish their schema so that the other agencies will understand their data. XML allows data from any database to be described in a universal format irrespective of vendor. e G 04V Page 136 CONSULTING Coordinated Emergency Services Governance Findings Report Appendix B - FBI CJIS Requirements The following requirements are drawn from the Federal Bureau of Investigation Criminal Justice Information Services Division's Security Policy (Version 3.2). These sections have been highlighted because of they must be considered for coordinated emergency services when security the applications; however, they are not intended to replace the full requirements with which the agencies in the area must comply. I Authorization and approval granted to a major application or general support system to process in an operational environment. Accreditation Designated technical personnel make the approval on the basis of a certification that the system meets pre-specified technical requirements for achieving adequate system security. A telecommunications infrastructure dedicated to law CJIS Network enforcement users only. The usage of such a network by non- criminal justice entities dictates that it be considered a non- secure network. The courts, a governmental agency, or any subunit of a governmental agency which performs the administration of Criminal Justice criminal justice pursuant to a statute or executive order and Agency which allocates a substantial part of its annual budget to the administration of Criminal Justice. State and Federal Inspectors General Offices are included. Though non-criminal justice governmental agencies may be tasked to perform dispatching functions or data Non-Criminal processing/information services for the criminal justice agency, Justice control must remain with the criminal justice agency. Governmental Agencies All Non-Criminal justice agencies accessing FBI CJIS Division systems will be subject to all FBI CJIS Division operational policies, rules and regulations. e G 04V Page 137 CONSULTING Coordinated Emergency Services Governance Findings Report I A "Public Network" segment for CJIS purposes is defined as a telecommunications infrastructure consisting of network components that are not owned, operated, and managed solely Public Network by a criminal justice agency. This includes but is not limited to, a Segment common carrier ATM or Frame Relay network where by virtue of their design the redundancy that is provided, is done so through the use of shared public switches within the network cloud. Dedicated criminal justice local area networks that contain no public network components are not considered public networks. All FBI CJIS division data transmitted over dial-up or internet connection shall be immediately protected with encryption. All FBI CJIS Division information passing through a public network segment must be protected with encryption while in that Encryption segment. The usage of such a network by non-criminal justice entities dictates that it be considered a "non-secure" network. It is not the intent of this policy to dictate a specific encryption solution. A variety of hardware and software solutions are available [e.g. Session based and Virtual Private Networks (VPN)] Shall use 128 bit encryption and shall use a standard that is Wireless reviewed and approved by NIST, Computer Systems Laboratory (CSL) and insure that it meets FIPS 140-1 for security requirements for Cryptographic modules. Authorization for access to the Internet may be granted by the Control Terminal Agency when a minimum set of technical and Internet Access administrative requirements have been addressed to assure the security of FBI CJIS systems from unauthorized access via the internet to preserve the confidentiality, integrity and availability of FBI CJIS information as it is processed over the internet. e G 04V Page 138 CONSULTING Coordinated Emergency Services Governance Findings Report Appendix C - Extracts from Franklin County IT's Cyber Security Assessment Report Cyber SEvaluation Tool Franklin County IS Department - Computer Aided March 22, 2011 �yARTy Homeland NO s Security ............................................................................................................................................................................. ........................................................................................................................................................................................................... G Page 139 CONSULTING Coordinated Emergency Services Governance Findings Report Summary of Gaps and Options for Consideration Security Policy Gap Options for Consideration 14. An individual has informal responsibilities for cyber security for Consider making these duties official and ensuring that all employees are the facility, aware of the person's responsibilities and authority for information security at the facility. Personnel Security Gap Options for Consideration 40. There is no process in place to review IT positions for criticality Consider developing and implementing a plan for reviewing all IT positions for and sensitivity. criticality and sensitivity,and use this information to determine if background checks are required. Monitoring and Incident Response Gap Options for Consideration 76. The facility has not implemented an Intrusion Detection System Consider implementing a comprehensive IDS. The IDS logs should be (IDS)to mitigate the consequences of unauthorized access and reviewed on a frequent,scheduled basis to provide rapid notification and activity on the network. response to intrusions into the network. 79. The organization has some degree of logging and some degree Consider implementing a system of automated log management that includes of review of firewall logs. regular reviews of security logs and activity. 80. The organization has some degree of logging and some degree Consider implementing a system of automated log management that includes of review of server logs. regular reviews of security logs and activity. Configuration Management Gap Options for Consideration 132. Configuration changes to the network and/or applications hardware and software receive partial review by an IT security Consider developing a change management policy,plan,and procedures professional and/or by management to assess the security impact which include the review of all network and application configuration changes prior to the changes being implemented to the operational by an IT security professional and management. environment. Risk (and Vulnerability) Management Gap Options for Consideration 141. The facility has not or has only partially identified and evaluated Consider reviewing reliable sources of vulnerabilities of network and system potential vulnerabilities of its critical assets,systems,and networks assets,and identifying and evaluating known and emerging vulnerabilities. based on reliable sources. 145. The facility,only in part,bases its cyber security on recognized Consider reviewing your cyber security requirements,processes,procedures, methodologies,standards,or best practices. and risk;and identify and follow the methodology or standard in use by your industry or organization type. 147. The organ ization/facility has not performed a full risk Consider performing risk assessments on a continuous or periodic basis to assessment(i.e.if a partial assessment of critical systems has been ensure that it reflects the current operational environment. completed,please select this answer). 2011 Franklin County CAD Assessment Conducted by eGov Consulting Services 3/22/11 4:49 PM Summary of Gaps and Options for Consideration Page 48 of 51 ......... Page 140 CONSULTING Coordinated Emergency Services Governance Findings Report 152. Network and/or system(application)level security tests are partially performed(e.g.,on a periodic basis,but not on all Consider the cost-benefit of more frequent scans,and including them on all networks/systems,after only some configuration changes,patches, networks and systems. and upgrades,etc.). Disaster Recovery and Business Continuity Gap Options for Consideration 94. Recovery priorities of IT resources have not been identified. Consider fully identifying recovery priorities of IT resources and include MAO times when identifying them. 96. The facility's contingency disaster recovery plan does not include Consider adding provisions to the disaster recovery plan that provide adequate cyber security provisions. cyber security during the recovery phase. 104. The organization has single provider with one point of entry and Develop further diversity in each of the three areas listed. no diversity. Moderately Critical Aspects for Improvement Security Policy Gap Options for Consideration 2. The organization has documented policies and/or plans but no Consider completing the missing procedures and documentation necessary for procedures. effective security practices. 9. The facility has a documented and distributed cyber security Consider completing the missing change management policies,plans,and change management policy or supporting procedures(e.g.,new hardware/software,employee access,etc.),but not both. procedures;and make them available to appropriate employees. Access Control Gap Options for Consideration 23. Multifactor user identification for critical systems is not currently Consider the sensitivity of the data being protected to determine if multi factor being used to increase the security of the authentication process. identification is appropriate. Personnel Security Gap Options for Consideration Consider implementing a plan that allows for the greatest separation of duties to mitigate the risk of having too many privileges in the hands of a single individual and allow business to function as efficiently as possible.Separation of duties is a practice where roles and duties are given to separate individuals (e.g.,IT Management,Systems Administration,Users,and Database 50. The practice of separation of duties is implemented in only a Management are assigned to separate individuals),and management versight is in place to ensure greater security and reliability. Although people limited fashion-two functions are combined with close management o oversight. often play multiple roles within an organization,it is always a good idea to have each of these roles,and their related security needs,defined and separated as much as possible,allowing for natural checks-and-balances. By separating these duties it prevents too much control from falling into the hands of one individual. This is a key for preventing internal misuse of systems and information. A balance between what is good for security and what access is needed to allow business to be conducted smoothly is always the goal. Awareness and Training Gap Options for Consideration 2011 Franklin County CAD Assessment Conducted by eGov Consulting Services 3/22/11 4:49 PM Summary of Gaps and Options for Consideration Page 49 of 51 e G, M Page 141 CONSULTING Coordinated Emergency Services Governance Findings Report 66. The organization performs cyber security awareness training on a Consider the benefits of requiring periodic security updates on a more frequent periodic but not a scheduled basis. schedule. 69. Cyber security training neither addresses social engineering nor Consider revising cyber security training to comprehensively address social improper usage of computers by employees. engineering and other concerns surrounding human vulnerabilities to a system. 70. Personnel responsible for the administration of cyber networks Consider providing mandatory training to all systems administration personnel and devices receive some training,but it is unclear if it is specifically on administering cyber systems securely. focused on cyber security in that area. Monitoring and Incident Response Gap Options for Consideration 81. The organization sometimes categorizes abnormal network Consider drafting guidelines for what behavior will be categorized as abnormal behavior as a cyber security event. and which network behavior should be identified and categorized as a cyber security event requiring further investigation. Configuration Management Gap Options for Consideration 127. The facility has partially documented systems,applications,and Consider completing the process of documenting all systems,applications,and services on their network;and/or partially disabled those that are services on the network;and immediately disabling all that are unnecessary. unnecessary. 128. The facility has identified communication media,but has no Consider developing a security policy and procedure for each communication cyber security policy for their management. media. 129. The facility employs patching,updating,upgrading,and Consider the cost/benefit of dynamic upgrades and patches. replacements on a monthly basis. Risk (and Vulnerability) Management Gap Options for Consideration 137. The facility has not evaluated the consequences(physical, Consider conducting a Business Impact Analysis(BIA)and refreshing it at economic,and public confidence)of a successful cyber attack. least annually. 149. Cyber security resource decisions are not made on the basis of Consider the results of your Business Impact Analysis and cost-benefit the potential for reduction of risk,nor are resources applied first to the analysis to prioritize vulnerabilities and to allocate resources to the highest areas of highest risk. risks first. Disaster Recovery and Business Continuity Gap Options for Consideration 95. Dependencies have been partially identified during contingency Consider including all system dependencies during contingency planning. planning. 100. Critical data storage is within the same building. Consider conducting a cost-benefit analysis of storing your data off campus and over 50 miles from the primary site. 110. Periodic contingency plan training is conducted,but these plans Consider testing/exercising contingency plans at primary and alternate sites. are not tested/exercised. Least Critical Aspects for Improvement Security Policy Gap Options for Consideration 2011 Franklin County CAD Assessment Conducted by eGov Consulting Services 3/22/11 4:49 PM Summary of Gaps and Options for Consideration Page 50 of 51 e V Page 142 CONSULTING Coordinated Emergency Services Governance Findings Report 3. The organization reviews its policies,plans,and supporting Consider reviewing policies,plans,and procedures when significant changes procedures only at planned intervals,but not when significant changes occur. occur. 8. The organization has documented and distributed procedures in place that detail necessary information management requirements including roles and responsibilities,classification/sensitivity,handling Consider documenting and distributing procedures that support information and marking,legal compliance,record retention,destruction,and management policies. disposal. However,the organization does not have documented and distributed policies for them. Access Control Gap Options for Consideration 37. Sensitive data is encrypted only while in transit. Consider encrypting data at rest. Physical and Environmental Gap Options for Consideration 60. The organization monitors restricted IT and telecommunications areas for access violations on a full time basis(whether automated or Consider the need for a more comprehensive form of tracking and review for manual)by tracking some form of personally identifiable information. more timely detection of anomalies and follow-up of violations. However,review of logs to detect anomalies and follow-up violations, is conducted on an unscheduled manual basis. Awareness and Training Gap Options for Consideration 71. Employees are required to sign an acknowledgment of Consider providing employees with awareness training on the penalties for awareness of the penalties for misuse of IT resources. However, misuse of IT resources so that context and consequences are understood,and there is no indication that this awareness is the result of training. opportunity is provided for questions and answers. Risk (and Vulnerability) Management Gap Options for Consideration 136. Threats applicable to this system have been identified within the Consider the cost-benefit of utilizing a well defined methodology to identify previous year. potential cyber threats to your system on an ongoing basis. Disaster Recovery and Business Continuity Gap Options for Consideration 98. There is potential for significant information loss if an event were Consider implementing a real time dynamic backup solution. to occur at the end of the backup window. 105. The alternate recovery site is off campus,but less than 50 miles Consider conducting a cost-benefit analysis of having an alternate recovery from the primary site. site over 50 miles from the primary site. 2011 Franklin County CAD Assessment Conducted by eGov Consulting Services 3/22/11 4:49 PM Summary of Gaps and Options for Consideration Page 51 of 51 ......................................................... e G, M Page 143 CONSULTING Coordinated Emergency Services Governance Findings Report Appendix D - Extracts from Benton County Emergency Services Cyber Security Assessment Report Cyber Security Evaluation Too 1 Benton County Emergency Services Mal°ch 24, 2011 �QARTy� Homeland yo��9]VD StiGJ4 Security ................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................. e G 0 4 V Page 144 CONSULTING Coordinated Emergency Services Governance Findings Report Summary of Gaps and Options for Consideration Security Policy Gap Options for Consideration 14. An individual has informal responsibilities for cyber security for Consider making these duties official and ensuring that all employees are the facility. aware of the person's responsibilities and authority for information security at the facility. Access Control Gap Options for Consideration 17. The organization believes its network is not connected to Consider running scans regularly to safeguard against potential vulnerabilities networks outside of the department or organization's control. and configure systems for minimum business and operational needs. However,this has not been verified with scans. Consider revising authorization and access control policies,plans,and 18. The concept of least privilege is practiced,but only for critical procedures to include the practice of least privilege for all users,meaning that users. all people or systems are only granted as much access as they need to perform their assigned job function,and no more. Personnel Security Gap Options for Consideration Consider implementing a plan that allows for the greatest separation of duties, with management oversight,to mitigate the risk of having too many privileges in the hands of a single individual and allow business to function as efficiently as possible. Separation of duties is a practice where roles and duties are given to separate individuals(e.g.,IT Management,Systems Administration, Users,and Database Management are assigned to separate individuals),and 50. There is no apparent practice of separation of duties,and there management oversight is in place to ensure greater security and reliability. appears a be no management oversight as well. Although people often play multiple roles within an organization,it is always a good idea to have each of these roles,and their related security needs, defined and separated as much as possible,allowing for natural checks-and- balances. By separating these duties it prevents too much control from falling into the hands of one individual. This is a key for preventing internal misuse of systems and information. A balance between what is good for security and what access is needed to allow business to be conducted smoothly is always the goal. Configuration Management Gap Options for Consideration 131. Configuration changes to the network and/or applications hardware and software receive partial review by an IT security Consider developing a change management policy,plan,and procedures professional and/or by management to assess the security impact which include the review of all network and application configuration changes prior to the changes being implemented to the operational by an IT security professional and management. environment. Risk (and Vulnerability) Management Gap Options for Consideration 2011 BCES Cyber Security Assessment Conducted by eGov Consulting Services 3/24/11 10:42 AM Summary of Gaps and Options for Consideration Page 49 of 53 ......... eV, " Page 145 CONSULTING Coordinated Emergency Services Governance Findings Report 141. The facility has not or has only partially identified and evaluated Consider reviewing reliable sources of vulnerabilities of network and system potential vulnerabilities of its critical assets,systems,and networks assets,and identifying and evaluating known and emerging vulnerabilities. based on reliable sources. 145. The facility,only in part,bases its cyber security on recognized Consider reviewing your cyber security requirements,processes,procedures, methodologies,standards,or best practices. and risk;and identify and follow the methodology or standard in use by your industry or organization type. 147. The organ ization/facility has not performed a full risk Consider performing risk assessments on a continuous or periodic basis to assessment(i.e.if a partial assessment of critical systems has been ensure that it reflects the current operational environment. completed,please select this answer). Moderately Critical Aspects for Improvement Security Policy Gap Options for Consideration 2. The organization has documented procedures and either policies Consider completing the missing policy or plan document for an effective or plans(but not both). security program. 3. The organization reviews its policies,plans,and supporting Consider reviewing policies,plans,and procedures when significant changes procedures only if significant changes occur,but not at planned intervals. occur. 7. The facility has a documented and distributed cyber security Consider completing the missing change management policies,plans,and change management policy or supporting procedures(e.g.,new procedures;and make them available to appropriate employees. hardware/software,employee access,etc.),but not both. Access Control Gap Options for Consideration 23. Multifactor user identification for critical systems is not currently Consider the sensitivity of the data being protected to determine if multi factor being used to increase the security of the authentication process. identification is appropriate. 24. Five failed entry attempts are required to lock an account in an Consider implementing automatic lock out of accounts after three or fewer attempt to prevent manual and automated break-ins to a system. unsuccessful login attempts. 30. There are no agreements in place with business partners that Consider creating and implementing Memoranda of Agreement and Service have a cyber connection with the organization. Level Agreements to define business relationships with all external partners. 31. The facility does not evaluate the security status of third party Consider developing and implementing a plan for evaluating the security status groups they are connected with. of organizations with connections(e.g.,modems). Consider conducting a risk assessment to determine the need for encryption of 36. Encryption of sensitive data has been partially implemented. sensitive data on systems other than those identified as critical,and implement encryption as necessary on remaining systems to ensure the security of that data. 38. Controls have only been partially implemented that limit access Consider fully implementing controls to restrict access across organizational across organizational departments and system boundaries. and/or system boundaries to those communications specifically required for business purposes. Personnel Security Gap Options for Consideration 41. Background checks are performed on a periodic basis for Consider the need for initial and periodic background checks for those employees in critical/sensitive positions,but not contractors. individuals contracted to fill critical or sensitive positions. 52. The facility only ensures that some external service providers, Consider implementing a plan to review personnel security practices to business partners,and vendors have appropriate cyber and mitigate this risk from remaining third party associations. personnel security practices in place. 2011 BCES Cyber Security Assessment Conducted by eGov Consulting Services 3/24/11 10.42 AM Summary of Gaps and Options for Consideration Page 50 of 53 e G, M Page 146 CONSULTING Coordinated Emergency Services Governance Findings Report Awareness and Training Gap Options for Consideration 66. The organization performs cyber security awareness training on a Consider the benefits of requiring periodic security updates on a more frequent periodic but not a scheduled basis. schedule. 69. Cyber security training partially addresses social engineering as Consider revising cyber security training to comprehensively address social well as improper usage of computers by employees. engineering and other concerns surrounding human vulnerabilities to a system. Monitoring and Incident Response Gap Options for Consideration Consider creating an Incident Response Plan(IRP)to include a formal 74. The organization has an informal computer emergency response computer emergency response function with identified roles and function in place. responsibilities and appropriate training. An IRP should also include the response to telecommunications disruptions and outages 79. The organization has monthly,manual review of firewall logs. Consider implementing a system of automated log management that includes regular reviews of security logs and activity. 80. The organization has monthly,manual review of server logs. Consider implementing a system of automated log management that includes regular reviews of security logs and activity. 81. The organization sometimes categorizes abnormal network Consider drafting guidelines for what behavior will be categorized as abnormal behavior as a cyber security event. and which network behavior should be identified and categorized as a cyber security event requiring further investigation. System Development and Acquisition Gap Options for Consideration 114. Cyber security is included in the system development lifecycle Consider including security requirements in the equipment,application,and of cyber systems,but is not included in procurement requirements. service procurement processes. 115. Where critical expertise is not resident in house,the facility has Consider reviewing all necessary vendors and support service providers and only partially instituted Service Level Agreements with IT and ensure that Service Level Agreements are in place for support and service telecommunications vendors and support service providers. when needed. Configuration Management Gap Options for Consideration 122. The facility has an information flow diagram,but it is not clear that it would show how data moves within the infrastructure and within Consider enhancing the information flow diagram to include all components individual systems,thus enabling planning,diagnostic,maintenance, and applications necessary to conduct operations. and security functions. 127. The facility has partially documented systems,applications,and Consider completing the process of documenting all systems,applications,and services on their network;and/or partially disabled those that are services on the network;and immediately disabling all that are unnecessary. unnecessary. Risk (and Vulnerability) Management Gap Options for Consideration 136. Threats applicable to this system have not been identified. Consider the cost-benefit of utilizing a well defined methodology to identify potential cyber threats to your system and review them on an ongoing basis. 137. The facility has not evaluated the consequences(physical, Consider conducting a Business Impact Analysis(BIA)and refreshing it at economic,and public confidence)of a successful cyber attack. least annually. 2011 BCES Cyber Security Assessment Conducted by eGov Consulting Services 3124/11 10:42 AM Summary of Gans and Options for Consideration Page 51 of 53 Ie G, M Page 147 CONSULTING Coordinated Emergency Services Governance Findings Report Consider the development of a comprehensive program of IT audits,including 155. The facility does not perform IT audits,or it does perform IT the use of external certified IT auditors to ensure that cyber security measures audits,but without assurance of regularity,standards,and an are and remain effective and that any new vulnerabilities are identified and established checklist covering all the relevant points. Results of managed. Also,results should be reported to senior management so that audits do not appear to be reported to senior management. findings can be understood,agreed upon,and mitigated with management support. Disaster Recovery and Business Continuity Gap Options for Consideration 93. The facility has only partially documented a disaster recovery Consider fully implementing your disaster recovery plan and testing it on a plan in the event of a natural or man-made disaster. regular basis to provide reliable recovery capabilities in the event of a natural or man-made disaster. 96. The facility's contingency disaster recovery plan partially includes Consider the emphasis on cyber security in the plan to provide adequate cyber cyber security provisions. security throughout the recovery phase. 103. The organization has partially implemented redundant Consider reviewing the Business Impact Analysis and Maximum Allowable capabilities into its mission critical IT systems and applications,with Outage times for systems and determine what needs additional backup the intent of ensuring that there is always a functional system to continue essential business. protection. 104. The organization does have some diversity,but not in all three Develop further diversity in each of the three areas listed areas(connectivity,route diversity and carrier) Least Critical Aspects for Improvement Access Control Gap Options for Consideration 37. Sensitive data is encrypted only while in transit. Consider encrypting data at rest. Personnel Security Gap Options for Consideration 44. Background checks for employees and contractors in critical/sensitive positions include one of three elements(e.g., Consider the need for more comprehensive background checks of employees and contractors. Criminal background,credit history,and lifestyle). Physical and Environmental Gap Options for Consideration 60. The organization monitors restricted IT and telecommunications areas for access violations on a full time basis(whether automated or Consider the need for a more comprehensive form of tracking and review for manual)by tracking some form of personally identifiable information. more timely detection of anomalies and follow-up of violations. However,review of logs to detect anomalies and follow-up violations, is conducted on an unscheduled manual basis. Monitoring and Incident Response Gap Options for Consideration 76. The facility has implemented an Intrusion Detection System(IDS) Consider reviewing logs on a more frequent basis to provide more rapid to reduce the consequences of unauthorized access and activity on notification of intrusion on the network. Ideally,logs are reviewed dynamically the network. The IDS logs are monitored and reviewed periodically by qualified personnel. by an automated system with a periodic manual human review. 2011 BCES Cyber Security Assessment Conducted by eGov Consulting Services 3/24/11 10:42 AM Summary of Gaps and Options for Consideration Page 52 of 53 e G, M Page 148 CONSULTING Coordinated Emergency Services Governance Findings Report Disaster Recovery and Business Continuity Gap Options for Consideration 98. There is potential for significant information loss if an event were Consider implementing a real time dynamic backup solution. to occur at the end of the backup window. 100. Critical data storage is off campus,but less than 50 miles from Consider storing your data over 50 miles from the primary site. the primary site. 105. The alternate recovery site is off campus,but less than 50 miles Consider conducting a cost-benefit analysis of having an alternate recovery from the primary site. site over 50 miles from the primary site. 2011 BCES Cyber Security Assessment Conducted by eGov Consulting Services 3/24/11 10:42 AM Summary of Gaps and Options for Consideration Page 53 of 53 e G, M Page 149 CONSULTING Coordinated Emergency Services Governance Findings Report Appendix E - Intergraph-Denali Press Release NEWS EWS RELEASE FOR IMMEDIATE RELEASE FOR FURTHER INFORMATION; Stephanie Deemer +1.256.730.107! Stephanie.Deemer@btergmph.com Intergraph®Acquires Denali Solutions Acquisition advances Intergraph's industry leadership position in public safety and security HUNTSVILLE,Ala.,April 19,2011—Intergraph®,a world leader in public safety and security software,has acquired the public safety software applications,personnel,and customer contracts of Denali Solutions,LLC. Denali is a global leader in records management systems(RMS),with leading customers such as Baltimore city and county,Maryland;Nashville,Tennessee;and Oklahoma City,Oklahoma. Intergraph and Denali have previously partnered to deliver fully integrated and market-leading public safety solutions. The acquisition of Denali assets advances Intergraph's ability to provide public safety and security agencies with an integrated,end-to-end incident management suite encompassing computer-aided dispatch(CAD),records management,mobile dispatch and incident analytics capabilities adaptable to jurisdictions anywhere in the world.It will further enhance Intergraph's ability to help its customers improve resource management,reduce costs by eliminating disparate systems and facilitate faster emergency response.The acquisition underscores Intergraph's commitment to investing in the public safety and security marketplace and providing greater opportunities for its more than 2,500 customer agencies worldwide. Intergraph plans to bring together the very best of existing Intergraph and Denali product sets in a Web- based RMS solution suite,including a full-function RMS that will be tightly integrated with CAD and mobile dispatch. The suite will empower agencies to control operations,from incident requests,dispatch, reporting,investigation and court documentation,within asingle,integrated system. Current Intergraph ULEADS and Denali inPursuit customers with current maintenance agreements will continue to receive uninterrupted support as well as software updates. Denali customers will also benefit from Intergraph's more extensive and established global support organization. e G 0 Y Page 150 CONSULTING Coordinated Emergency Services Governance Findings Report Page 2 "As the leader in public safety and security software,Intergraph continually strives to enable agencies worldwide to more efficiently respond and manage their resources to save lives and protect property," said John Graham,president,Intergraph Security,Government&Infrastructure. 'The acquisition of Denali Solutions further advances our position as the market leader in the public safety and security marketplace." For more information about the Denali acquisition,please visit www.intergraph.com/denali. Intergraph is the leading global provider of public safety and security incident response,reporting, analysis and records management solutions,protecting one in 12 people worldwide,as well as the world's largest and most complex cities and government sites. About Denali Denali Solutions,LLC is a provider of world-class Records Management System(RMS),investigative and administrative solutions and associated technological property.Located in Columbia,Maryland,the company's technical expertise has led to the development of integrated public safety systems that allow law enforcement professionals to make critical decisions,effectively manage,analyze,and distribute information,and protect communities.With a decade-long track record of serving the public safety community at the local,state,and federal levels,Denali Solutions understands that the right information at the right time can save lives. About Intergraph Intergraph is the leading global provider of engineering and geospatial software that enables customers to visualize complex data.Businesses and governments in more than 60 countries rely on Intergraph's industry-specific software to organize vast amounts of data to make processes and infrastructure better, safer and smarter.The company's software and services empower customers to build and operate more efficient plants and ships,create intelligent maps,and protect critical infrastructure and millions of people around the world Intergraph operates through two divisions:Process,Power&Marine(PP&M)and Security,Government &Infrastructure(SG&I). Intergraph PP&M provides enterprise engineering software for the design, construction,operation and data management of plants,ships and offshore facilities.Intergraph SG&I provides geospatially powered solutions to the public safety and security,defense and intelligence, government,transportation,photogrammetry,and utilities and communications industries.Intergraph Government Solutions(IGS)is an independent subsidiary for SG&I's U.S.federal and classified business. ......... .......... ......... ......... .................. .................. ..............._ ......... ......... ......... ......... ......... ......... ......... e G ftV Page 151 CONSULTING Coordinated Emergency Services Governance Findings Report Page 3 Intergraph is a wholly owned subsidiary of Hexagon AB,(Nordic exchange:HEXA B)and(Swiss exchange:HEXN).For more information,visit www.interg_EWh.com and www.hexa og nose. ©2011 Intergraph Corp.All rights reserved.Intergraph and the Intergraph logo are registered trademarks of Intergraph Corp. or its subsidiaries in the United States and in other countries. Other brands and product names are trademarks of their respective owners e G 04V Page 152 CONSULTING Franklin / Benton Counties MMFMIW I Coordinated Emergency Services Charter Presentation 14 September 2011 e G VV Copyright 2011 by eGov Consulting Services LLC. Project Background Findings Summary Branding Technical Structure Governance Framework Organizational Structure Service Lines Description Financial Model Next Steps G V CONSULTING Project Background Franklin and Benton Counties have increased the amount of operational interactivity between their Project Scope public safety and emergency services. Discovery Counties well-positioned to lower costs while Findings Review improving services because of investments made. Conceptual Alternatives To do this, we must define a governance structure Cost Allocation/ and operating model for working together. Financial Model Governance/operating model should lead to: Governance, Architecture and Improved service delivery through streamlined, Migration interoperable systems Reduce ongoing upgrade and maintenance costs Provide for backup of both systems and dispatch capabilities G 0 WW' V Reduce support complexity. CONSULTING Findings Current Systems Deployment Complex, with no coherent overall r interoperable systems structure. El Systems Support Y pp No single point of problem resolution leading to inconsistent service for field personnel. Functional Needs Many officers/deputies return to the office to complete reports because the field reporting is ineffective. Governance Convoluted with no overall strategic systems direction. Costs No overall governance makes cost management difficult. eGW V y CONSULTING Branding — MATRICS Multi-Agency Three Rivers Information and Communications Services eGffi�,pV CONSULTING Technical Structure Computer Aided M ATR I CS � ■ Dispatch Benton Location Single public safety access d point (PSAP) — one 911 for 911 bi-county area means no CT/ isp 8q ° Radio Radio dropped, misdirected calls Law Records ch Backup capability in case of Management New Intergraph (I-Leads) Mobile VLAN41 Mobile disruption of service VLAN48 VLAN42 �\ Computer Aided MATRICS FCSO VLAN47 O VLAN49 Dispatch VLAN43 VLAN45 Virtual Backup Franklin Location VLAN44 ° VLAN46 Prosser PD Connell PD 4��o CT/Disp �- I o I Radio Radio Richland PD West Richland PD BCSO \ e itc (( )) Law Records Management New Intergraph (I-Leads) Mobile Virtual Backup Mobile G V Pasco PD Kennewick PD UVersion Date:14 September 2011 CONSULTING Governance Framework : Authority, Accountability = Results • Strategic — Sets Long Term Direction ' Executive Board • Approve Charter, assign responsibility to Management • Evaluate, direct and monitor Management's performance Advisory Committees • Tactical — Recommend Short Term Direction • Focus is one functional component of Emergency Services • Tactical and Operational Director Executive • Plans, supervises, checks and acts to efficiently and di effectively leverage resources, drive achievement of goals • Operations Agency Operations • Perform, control and check day-to-day activities in alignment with goals Now CONSULTING Organizational Structure Board Advisory Committee Executive Director Operations Support Supervisor Supervisor Information Team 1 Ad min Technology [Accounting Team 2 CAD Team 3 Radio Team 4 Network Customer Service CON 5 U LTI N Executive Board Business Executive or designee from Member jurisdictions One jurisdiction, one vote Key responsibilities include : Overseeing the strategic direction, policies, processes, contracts, and budget of the organization Hiring and supervising the Executive Director Meeting quarterly, or more frequently as needed eG &r V CONSULTING Executive Director L.- Reports to the Executive Board Subject to Executive Board review and approval : Prepares annual budget and work plan Reports on organizational performance Develops operational policies and procedures Responsible for hiring, disciplining and discharging staff A seasoned, senior executive of a public sector organization with experience with both Law Enforcement and Fire operations eGW V CONSULTING Advisory Committee Standing Committee — Operations Advisory Committee Monthly meetings to discuss operational challenges related to the Committee's area Work with the Executive Director to implement operational policies and procedures within their jurisdictions Ad Hoc Committees with limited scope/duration as determined by the Executive Board to advise on certain specific topics eG V CONSULTING Membership Members Executive Board Participation — one vote per member Operations Advisory Committee Participation — one vote per member Counties must join as members Charter Members J New Members • Own the existing infrastructure o Buy-in • Pay for the services you use o Pay for the services you use • Contribute phone tax and 911 tax a Contribute phone tax and • Charter Members: 911 tax Franklin County Benton County Pasco Kennewick eG " V Richland CONSULTING Subscribers Subscribers Municipal corporations may subscribe if Service Line Menu they are within or adjacent to a county ❑ Dispatch that is a Member ❑ Law Enforcement Records Choose one or more services from Service ❑ Law Enforcement Mobile Line Menu (inset) — service fees apply ❑ Fire Records No buy—in fee; pay for what you use ❑ 800 MHz Radio ❑ VHF Radio Pricing established to encourage ❑ Automated Vehicle Location participation by all ❑ Microwave Operations Advisory Committee ❑ Jail Management Participation - — one vote per subscriber ❑ ACCESS No Executive Board voting rights : V CONSULTING Regionalized Support OEM- MATRICS provides and manages end-to-end support services Field hardware (e.g., MDCs, radios) standards are set by MATRICS but purchased and owned by Agencies Regional Systems Support Applications environment owned and operated by MATRICS Delivery of support services managed by MATRICS but may be provided by MATRICS support staff or outsourced eG #F V CONSULTING Service Lines Description F_ Service Area Factors Charge Basis Dispatch Staff (Dispatchers), CAD Application, PSAP, Number of calls for service Consoles, Servers and Tech Support Law Enforcement Records I-Leads Application, Servers and Tech Per current formula (Base cost plus Management System (I-Leads) Support weighted population and seats) Mobile Dispatch and Reporting I-Mobile Application, Servers and Tech Number of field users (I-Mobile) Support Fire Records Management ERS Application and Tech Support Per Agency System (ERS) 800 MHz Radio Radio System, Radios and Tech Support Number of radios VHF Radio Radio System, Radios and Tech Support Base cost plus number of VHF radio calls Automated Vehicle Location AVL Application, Servers and Tech Support Number of units deployed with (AVL) AVL Microwave System, Equipment and Tech Support Number of billable circuits running over microwave Jail Records Management JMS Application, Servers and Tech Support Per current formula (Weighted System (JMS) population and seats) Washington State Patrol Wants ACCESS Application and Tech Support Per Agency GO, & Warrants Database (ACCESS) e a_ T dry Financial Model Financial Model was developed using NOW MWWq current methods for apportioning costs with the goal of minimizing changes to _ current contributions This is a recommended Model Final Financial Framework would require review and a pp roval by MATRICS's _ Executive Board , G V CONSULTING Financial Model Service Line Costs — Dispatch Dispatch • - Calls for Service 2010 Cost Basis ,� Pasco PD 51656 $ 879,585 Provides the COSt for Pasco FD 3632 $ 132,744 Staff (Dispatchers) Connell PD 3496 $ 59,529 Computer Aided Dispatch Application Connell FD 10 $ 365 FCSO 10650 $ 181,345 PSAP FCFD #1 65 $ 2,376 COnSOI2S FCFD #2 70 $ 2,558 FCFD #3 378 $ 13,815 o Servers FCFD #4 50 $ 1,827 o Tech Support FCFD #5 30 $ 1,096 Kennewick PD 46153 $ 785,881 80% of costs borne by law enforcement; Kennewick FD 7305 $ 266,987 20% by fire 1 Richland PD 32172 $ 547,817 Richland FD 5072 $ 185,374 Uses calls for service as the cost factor West Richland PD 5010 $ 85,309 N Assuming 2010 calls for service, agency Prosser 5750 $ 48,609 BCSO 20412 $ 347,570 costs (shown here) total to approximately BCFD #1 1087 $ 39,728 $3.6M BCFD #2 694 $ 25,365 BCFD #4 905 $ 33,076 ' Data shows an actual split is 85% Law / 15% Fire; FCHD 450 $ 16,447 however, Fire's peak usage for large fires has been eG ' V offset by a moderated 80/20 split. CONSULTING Financial Model Service Line Costs — Law Enforcement Records Agency Population+Seats 2010 Cost Basis Pasco PD 178 $ 46,923 Provides the cost for Pasco FD - $ - Connell PD 178 $ 9,029 I-Leads Law Enforcement Records Connell FD - $ - Management Application FCSO 178 $ 23,212 FCFD #1 - $ - Servers FCFD #2 - $ - Tech Support FCFD #3 - $ - FCFD #4 - $ - Uses the current formula of population FCFD #5 - $ - and user seats as the cost factor for Kennewick PD 178 $ 51,877 Kennewick FD - $ - I-Leads Richland PD 178 $ 9,029 N: Assuming no changes to the 2010 Richland FD - $ - West Richland PD 178 $ 23,212 contribution levels, total costs (shown Prosser 178 $ 7,762 here) are approximately $214K BCSO 178 $ 43,158 BCFD #1 - $ - BCFD #2 - $ - BCF D #4 - $ - G irk V FCHD - $ CONSULTING Financial Model Service Line Costs — Mobile Dispatch/Reporting I-Mobile • - Field Users 2010 Cost Basis W' Provides the cost for Pasco PD 17 $ 786 Pasco FD 10 $ 463 I-Mobile Field Dispatch/Reporting Connell PD - $ - Application Connell FD - $ - FCSO 8 $ 370 Servers FCFD #1 $ FCFD #2 - $ Tech Support - p p FCFD #3 - $ Uses the number of field users as the FCFD #4 - $ - cost factor for I-Mobile FCFD #5 - $ - Kennewick PD 39 $ 1,804 Does not include the cost of mobile Kennewick FD 2 $ 93 Richland PD 28 $ 1,295 data computers Richland FD 14 $ 648 . Assuming 2010 number of field users, West Richland PD 15 $ 694 Prosser 2 $ 93 total costs (shown here) are BCSO 51 $ 2,359 approximately $8.7K BCFD #1 2 $ 93 BCFD #2 - $ - BCFD #4 - $ - e G ' V FCHD - $ - CONSULTING Financial Model Service Line Costs — Fire Records Management L ERS WE= dft Agency Per Agency 2010 Cost Basis Pasco PD - $ - Provides the cost for Pasco FD 1 $ 715 Connell PD _ $ - ERS Fire Records Reporting Connell FD - $ - Application (Web-based) FCSO - $ - FCFD #1 - $ - Tech Support FCFD #2 - $ - Cost factor for ERS is per Agency FCFD #3 1 $ 715 FCFD #4 - $ - Assuming no change in the 2010 FCFD #5 - $ - Kennewick PD _ $ - agencies using ERS, total costs (shown Kennewick FD 1 $ 715 here) are approximately $5K Richland PD - $ - Richland FD 1 $ 715 E This does not reflect potential West Richland PD - $ - technology savings that could be Prosser - $ - Bcso $ - achieve by a single system shared by - BCFD #1 1 $ 715 the two agencies. BCFD #2 1 $ 715 BCFD #4 1 $ 715 FCHD - $ - eGl' V CONSULTING Financial Model Service Line Costs — i • • MHz Radio :00 Agency Radios 2010 Cost Basis Pasco PD 100 $ 44,757 Provides the cost for Pasco FD - $ - Connell PD - $ _ Radio System Connell FD - $ - Tech Support FCSO - $ - FCFD #1 - $ - Uses the number of radio users for each FCFD #2 - $ - FCFD #3 $ agency as the cost factor for 800 MHz - - FCFD #4 - $ - Assuming 2010 number of radio users, FCFD #5 - $ - total costs (shown here) are Kennewick PD 172 $ 76,982 Kennewick FD - $ - approximately $290K. Richland PD 95 $ 42,519 Richland FD - $ - West Richland PD 41 $ 18,350 Prosser 28 $ 449 BCSO 241 $ 107,864 BCFD #1 - $ - BCFD #2 - $ - BCFD #4 - $ - &r FCHD - CONSULTING Financial Model Service Line Costs — VHF Radio Agency Base+Radio Calls 2010 Cost Basis Pasco PD - $ - Provides the cost for Pasco FD 3,632 $ 15,210 Connell PD 3,496 $ 14,859 Radio System Connell FD 10 $ 5,859 Tech Support FCSO 10,650 $ 33,327 FCFD #1 65 $ 6,001 Uses a base cost of $6k plus a variable FCFD #2 70 $ 6,014 cost based on the number of calls for FCFD #3 378 $ 6,809 FCFD #4 50 $ 5,962 service 30 $ 5,911 Kennewick PD - $ - ■ Assuming 2010 number of radio users, Kenn Kennewick FD 7,305 $ 24,692 total costs (shown here) are Richland PD - $ - Richland FD 5,072 $ 18,927 approximately $175K. West Richland PD - $ - Prosser - $ - BCSO - $ - BCFD #1 1,087 $ 8,640 BCFD #2 694 $ 7,625 BCFD #4 905 $ 8,170 eG #F V FCHD 450 $ 6,995 CONSULTING Financial Model Service Line Costs — Automated Vehicle Location AVL L Agency Units with AVL 2010 Cost Basis Pasco PD - $ - Provides the cost for Pasco FD 7 $ 1,296 Connell PD - $ - AVL Application Connell FD - $ - Servers FCSO 20 $ 3,704 FCFD #1 - $ - Tech Support FCFD #2 - $ FCFD #3 - $ - Uses the number of AVL equipped FCFD #4 - $ - vehicles as the cost factor for AVL FCFD #5 - $ - Kennewick PD - $ - Assuming 2010 number of AVL Kennewick FD - $ - equipped vehicles, total costs (shown Richland PD - $ Richland FD _ $ _ here) are approximately $5K. West Richland PD - $ - Prosser - $ - BCSO - $ - BCFD #1 - $ - BCFD #2 - $ - BCFD #4 - $ - #F FCHD - $ CONSULTING Financial Model Service Line Costs — Microwave icrowave Agency Billable Circuits 2010 Cost Basis Pasco PD 50 $ 17,442 Provides the cost for Pasco FD 2 $ 698 Connell PD 2 $ 698 System Connell FD 2 $ 698 Equipment FCSO 2 $ 698 FCFD #1 2 $ 698 ; : Tech Support FCFD #2 2 $ 698 FCFD #3 2 $ 698 Uses the number of billable circuits for FCFD #4 2 $ 698 each agency as the cost factor for FCFD #5 2 $ 698 Kennewick PD 50 $ 17,442 Microwave Kennewick FD 2 $ 698 N Assuming 2010 number of billable Richland PD 50 $ 17,442 Richland FD circuits$ 698 circuits being used, total costs (shown West Richland PD 50 $ 17,442 here) are approximately $98K Prosser 2 $ 698 BCSO 50 $ 17,442 BCFD #1 2 $ 698 BCFD #2 2 $ 698 BCFD #4 2 $ 698 FCHD 2 698 CONSULTING Financial Model Service Line Costs — Jail Management Agency Population+Seats 2010 Cost Basis Pasco PD - $ - Provides the cost for Pasco FD - $ - Connell PD - $ _ JMS Application Connell FD - $ - Servers FCSO 1 $ 41,003 FCFD #1 - $ - Tech Support FCFD #2 - $ FCFD #3 - $ - Uses the current formula of population FCFD #4 - $ - and user seats as the cost factor for JMS FCFD #5 - $ - Kennewick PD - $ - Assuming no changes to the 2010 Kennewick FD - $ - contribution levels, total costs (shown Richland PD - $ - Richland FD - $ _ here) are approximately $179K West Richland PD - $ - Prosser - $ - BCSO 1 $ 137,920 BCFD #1 - $ - BCFD #2 - $ - BCFD #4 - $ - FCHD - Is - CONSULTING Financial Model Service Line Costs — ACCESS ACCESS Agency Per Agency 2010 Cost Basis Pasco PD 1 $ 4,708 Provides the cost for Pasco FD - $ - A Application Connell PD ACCESS A- $ - pp .cation Connell FD - $ - Tech Support FCSO 1 $ 4,708 FCFD #1 - $ - Cost factor for ACCESS is per Agency FCFD #2 - $ FCFD #3 _ $ _ Assuming no change in the 2010 FCFD #4 - $ - agencies using ACCESS, total costs FCFD #s - $ - (shown here) are approximately $33K Kennewick PD 1 $ 4,708 Kennewick FD - $ - Richland PD 1 $ 4,708 Richland FD - $ - West Richland PD 1 $ 4,708 Prosser 1 $ 4,708 BCSO 1 $ 4,708 BCFD #1 - $ - BCFD #2 - $ - BCFD #4 - $ - FCHD - - eG .' - V CONSULTING MATRICS Financial Model Year I SERVICE LINE COSTS Agency AGENCY Calls for Service Population+Seats Field Users Per Agency Radios Base+Radio Calls Units with AVL Billable Circuits Population+Seats Per Agency Pasco PD $ 994,201 $ 879,585 $ 46,923 $ 786 $ - $ 44,757 $ - $ - $ 17,442 $ $ 4,708 Pasco FD $ 151,125 $ 132,744 $ - $ 463 $ 715 $ - $ 15,210 $ 1,296 $ 698 $ $ - Connell PD $ 84,115 $ 59,529 $ 9,029 $ - $ - $ $ 14,859 $ - $ 698 $ $ Connell FD $ 6,922 $ 365 $ - $ - $ $ $ 5,859 $ - $ 698 $ $ - FCSO $ 288,367 $ 181,345 $ 23,212 $ 370 $ $ $ 33,327 $ 3,704 $ 698 $ 41,003 $ 4,708 FCFD#1 $ 9,074 $ 2,376 $ - $ - $ $ $ 6,001 $ - $ 698 $ - $ - FCFD#2 $ 9,270 $ 2,558 $ $ $ $ $ 6,014 $ $ 698 $ $ FCFD#3 $ 22,037 $ 13,815 $ $ $ 715 $ $ 6,809 $ $ 698 $ $ FCFD#4 $ 8,488 $ 1,827 $ $ $ - $ $ 5,962 $ $ 698 $ $ FCFD#5 $ 7,705 $ 1,096 $ $ $ $ $ 5,911 $ $ 698 $ $ - Kennewick PD $ 938,695 $ 785,881 $ 51,877 $ 1,804 $ $ 76,982 $ - $ $ 17,442 $ $ 4,708 Kennewick FD $ 293,184 $ 266,987 $ - $ 93 $ 715 $ - $ 24,692 $ $ 698 $ $ - Richland PD $ 622,810 $ 547,817 $ 9,029 $ 1,295 $ - $ 42,519 $ - $ $ 17,442 $ $ 4,708 Richland FD $ 206,361 $ 185,374 $ - $ 648 $ 715 $ - $ 18,927 $ $ 698 $ $ - West Richland PD $ 149,715 $ 85,309 $ 23,212 $ 694 $ - $ 18,350 $ - $ $ 17,442 $ $ 4,708 Prosser $ 62,318 $ 48,609 $ 7,762 $ 93 $ $ 449 $ $ $ 698 $ $ 4,708 BCSO $ 661,022 $ 347,570 $ 43,158 $ 2,359 $ $ 107,864 $ $ $ 17,442 $ 137,920 $ 4,708 BCFD#1 $ 49,873 $ 39,728 $ - $ 93 $ 715 $ - $ 8,640 $ $ 698 $ - $ - BCFD#2 $ 34,402 $ 25,365 $ $ - $ 715 $ $ 7,625 $ $ 698 $ $ BCFD#4 $ 42,659 $ 33,076 $ $ $ 715 $ $ 8,170 $ $ 698 $ $ FCHD $ 24,140 $ 16,447 $ $ $ - $ $ 6,995 $ $ 698 $ $ Phone Taxes $ 444,000 $ 444,000 $ $ $ $ $ - $ $ - $ $ 911 Taxes $ 1,290,132 $ 1,290,132 $ $ $ $ $ $ $ - $ $ Other $ 276,220 $ 144,454 $ 20,612 $ 46 $ $ 58,782 $ $ $ 52,326 $ $ - • $ 5,535,991 $ 234,815 $ 8,743 $ 5,005 $ 349,704 $ 175,000 $ 5,000 $ 150,698 $ 178,923 $ 32,957 G *�W CONSULTING Financial Model Total Agency MATRICS Current Change Contribution Contributions Pasco PD $ 994,201 $ 953,572 $ 40,629 Pasco FD $ 151,125 $ - $ 151,125 Connell PD $ 84,115 $ 54,798 $ 29,317 Connell FD $ 6,922 $ - $ 6,922 A positive number in the FCSO $ 288,367 $ 255,334 $ 33,033 Change column represents FCFD#1 $ 9,074 $ 3,600 $ 5,474 FCFD#2 $ 9,270 $ 1,800 $ 7,470 an increase from current FCFD#3 $ 22,037 $ 10,600 $ 11,437 FCFD#4 $ 8,488 $ 1,800 $ 6,688 contribution FCFD#5 $ 7,705 $ 1,800 $ 5,905 Kennewick PD $ 938,695 $ 1,254,774 $ (316,079) A negative number in the Kennewick FD $ 293,184 $ - $ 293,184 Richland PD $ 622,810 $ 952,345 $ (329,535) Change column represents Richland FD $ 206,361 $ - $ 206,361 a decrease from current West Richland PD $ 149,715 $ 181,106 $ (31,391) Prosser $ 62,318 $ - $ 62,318 contribution BCSO $ 661,022 $ 883,115 $ (222,093) BCFD#1 $ 49,873 $ 44,555 $ 5,318 BCFD#2 $ 34,402 $ 28,647 $ 5,755 BCFD#4 $ 42,659 $ 36,569 $ 6,090 FCHD $ 24,140 $ 12,075 $ 12,065 Phone Taxes $ 444,000 $ 444,000 $ - 911 Taxes $ 1,290,132 $ 1,290,132 $ - Other $ 144,454 1 $ 144,454 1 $ - G V CONSULTING Ah A , Project Goals Improved service delivery through streamlined, interoperable systems a Reduce ongoing upgrade and maintenance costs Provide for backup of both systems and dispatch capabilities L: Reduce support complexity. Next Steps Plan for another joint meeting in one month after all parties have had the chance to digest the presentation and charter At that meeting... Identify concerns Review deployment options (e.g., Bi-County/Tri-Cities, Tri-Cities only) Create an action plan to move forward eG &r V CONSULTING Thank You e V CONSULTING