Committee of the Whole

City of Oconomowoc Committee-Of-The-Whole Tuesday, September 07, 2021 - 6:15 PM City Hall - Council Chambers 174 E. Wisconsin Ave. Oconomowoc, WI 53066 Notice: If a person with a disability requires that the meeting be accessible or that materials at the meeting be in accessible format, call the City Clerk at least 48 hours prior to the meeting to request adequate accommodations. Tel: (262) 569-2186. 1. Call to order and confirmation of appropriate meeting notification 2. Committee Business a. Virtual Presentation by Matrix Consulting Group on Best Practices in Emergency Communications and Dispatch b. Consider/recommend Approval of the 2022 Capital Funding Plan c. Review/Discussion of the Western Lakes Fire District 2022 Budget 3. Adjourn ________________________________ Diane Coenen, City Clerk City of Oconomowoc Notice is hereby given that a majority of the Common Council will be present at the above scheduled meeting to gather information about a subject over which they have decision-making responsibility. This constitutes a meeting of the Common Council pursuant to State ex rel. Badke v. Greendale Village Board, 173Wis. 2d 553, 494 N.W. 2d 408 (1993) and must be noticed as such, although the Common Council will not take any formal action at this meeting. 1  MEMORANDUM DEPARTMENT – ADMINISTRATION AND FINANCE Date: August 10, 2021 To: Common Council From: Matt Trebatoski, City Administrator Laurie Sullivan, Finance Director Re: Presentation by Matrix Consulting Group on Best Practices in Emergency Communications and Dispatch RELATES TO THE STRATEGIC PLAN Strategic Goal-N/A BACKGROUND The decision concerning whether or not the City should continue Dispatch services at the Public Safety facility, or to merge with Waukesha County dispatch services has been an ongoing conversation amongst Council for the last several years. During the 2021 budget workshops last fall, the Council directed staff to budget for a Dispatch Study to be conducted before the 2022 budget is presented to Council. Council asked that we use an outside independent firm to conduct the study using the Request for Proposal (RFP) process. The study would look at both the City dispatch service and the County dispatch service and compare the service levels and pricing. The Firm would present the pros and cons of both services and make a recommendation to Council. ADDITIONAL ANALYSIS As part of the deliverables of the Police Emergency Dispatch Services Study RFP, the City asked for the consultant to provide the Common Council with a presentation on best practices in emergency communications and public safety dispatch for jurisdictions of similar size. Essentially, asking them to explain what “world-class” dispatch looks like and to define the most important attributes. This was requested to be presented ahead of the findings and recommendations of the study to be used as a benchmark or metric for the Council to evaluate the two dispatching services. Matrix Consulting will be on hand remotely via Teams to deliver the presentation. RECOMMENDATION No action is necessary at this time. Matrix Consulting Group will be in-person at a Committee of the Whole meeting on Tuesday, October 5, 2021 to present the findings and recommendations of the study. 1 2 Characteristics of World Class Dispatch Operations OCONOMOWOC, WISCONSIN September 1, 2021 matrix consulting group 3 Table of Contents Section Page Introduction and Executive Summary 1 1. Management and Oversight 6 2. Call Processing and Performance Standards 8 3. Technology Utilization 12 4. Staffing and Workload Management 15 5. Training and Professional Development 18 6. Recognition and Accreditations 20 7. Quality Assurance 21 8. Sustainability and Resiliency 22 4 Characteristics of World Class Dispatch Operations OCONOMOWOC, WISCONSIN As part of the Matrix Consulting Group’s emergency dispatch services study for the City of Oconomowoc, the following document has been prepared to show the key characteristics of the highest-performing dispatch centers and the application of these principles to dispatch operations seeking to have a world-class level of excellence in communities similarly sized to Oconomowoc. Introduction and Executive Summary This document discusses best practices and the features which characterize world-class dispatch operations. It is based on the standards and recommendations published by industry professional organizations such as NENA1, APCO2, IAED3, NFPA4, and CALEA5, as well as our firm’s observations and experience with hundreds of emergency communications centers across North America. The document identifies the core practices which distinguish top-tier dispatch agencies from others, and the application of these elements to small centers such as the one run by the Oconomowoc Police Department. While many of the characteristics remain unchanged regardless of the size of the dispatch center, some factors unique to small dispatch centers necessitate a different approach to providing the highest possible level of service. Key Themes The following themes consistently surface in the discussion of best practices for world- class dispatch service. High-Performing Dispatch Agencies: • Take a clearly-defined and professionalized approach to managing the center and fostering a culture of effective management, accountability and continuous improvement. 1 The National Emergency Number Association 2 The Association of Public Safety Communications Officials 3 The International Academy of Emergency Dispatch 4 The National Fire Protection Association 5 The Commission on Accreditation for Law Enforcement Agencies Matrix Consulting Group Page 1 5  Best Practices and Characteristics of World Class Dispatch Oconomowoc, WI • Thoroughly track and report on important data related to call-processing and quality assurance • Make use of the standards and benchmarks published by professional organizations to guide performance targets and certification/accreditation goals. • Commit to training and ongoing professional development in alignment with the standards and certificates made available by leading professional organizations. • Strategically determine technological and personnel resource needs, and commit the supporting resources necessary to ensure that they are effectively deployed. • Consistently self-assess their technological and operational preparedness for major incidents such as natural disasters. Small Dispatch Centers: There are additional themes which are unique to small dispatch centers as they seek to meet a world-class standard of excellence. • Optimize the efficient use of dispatch staff considering the need for both full-time and part-time personnel, and find ways to maximize their exposure to calls for service in an environment where call volume is lower than in a larger center. • Leverage relationships with host department(s) to provide administrative and management capacity, quality assurance, human resources, and public outreach, IT and facilities service, and other forms of organizational support. • Coordinate closely with other public safety answering points (PSAP’s), neighboring communications centers, and regional resources (if applicable) in order to ensure that the capacity limitations of a smaller center do not result in any reduction of service quality. This involves a commitment to shared response protocols, SOP’s, training, and interoperable technology. Summary of Characteristics The following table summarizes the key characteristics of high-performing dispatch organizations from each section of this document. These characteristics fall under eight categorical areas of operational professionalism. Matrix Consulting Group Page 2 6  Best Practices and Characteristics of World Class Dispatch Oconomowoc, WI Section Characteristic Management and Oversight 1.1 Dedicated management and administration is necessary to provide the support functions for strategic planning, reporting, and self-evaluation that top-tier service requires. For smaller dispatch centers, this is often achieved within the structure of their host agency or department. 1.2 Clear mechanisms of oversight and stakeholder input are essential for world-class dispatch organizations. For smaller centers which serve a single stakeholder, this relationship is no less important. 1.3 A commitment to objective self-evaluation is essential for high-performing dispatch operations, large and small alike. Top-tier agencies use the standards and accreditation criteria published by industry professional organizations to routinely self-assess. 1.3 Top-tier organizations adopt, track, and regularly report on a set of key performance indicators determined by their leadership in consultation with their customer / stakeholder agencies. 1.4 World-class dispatch organizations adopt a strategic and ongoing public education and outreach program. For small dispatch centers, this may be conducted as part of department-wide public outreach efforts. Call Processing and Performance Standards 2.1 To provide the highest level of emergency service, the minimization of emergency call transfer times is imperative. Clearly-defined protocols to coordinate with secondary PSAP’s are of utmost priority and should ensure that no more than one transfer is needed to connect callers with the appropriate dispatch center. 2.1 The same primary PSAP should receive all emergency calls and handle them according to standardized protocols, regardless of their source. 2.1 The creation of an automated secure alarm protocol (ASAP) is a best practice which minimizes the need for additional transfers, creating a data exchange to transmit information between an alarm monitoring company and an emergency communications center. 2.2 World-class dispatch operations meet the recognized standards for quickly answering calls and efficiently processing them, regardless of the center’s size. Specifically, the NENA standards for call answering times and the NFPA 1221 standard for time from call receipt to dispatch. 2.3 The establishment of an effective call classification and prioritization system – distinguishing between low, medium and high priority calls for service – is an essential component of high-performing dispatch operations of all sizes. 2.4 World-class public safety organizations of any size maintain and apply a well-defined set of standard operating procedures (SOP’s). These should be kept current through review at least annually by an administrator to include revision/review date, and reviewed at least semi-annually by telecommunicators. For small agencies, these SOP’s may be a section within the SOP’s of their host agency. Technology Utilization 3.1 The configuration of a dispatch center’s key technology systems (CAD/RMS, telephony, and radio systems) to capture and produce crucial workload and performance data is vital to achieving world-class performance, regardless of size. Matrix Consulting Group Page 3 7  Best Practices and Characteristics of World Class Dispatch Oconomowoc, WI Section Characteristic 3.2 Compliance with, or active progression toward, NG9-1-1 standards is essential for future service level enhancements and is a best practice for top-tier dispatch organizations. 3.3 The integration of digital resources to aid in emergency communications such as CAD-integrated call-taking, MDT’s and GIS-assisted tools are characteristics of world- class dispatch organizations, large and small. 3.4 High-performing dispatch centers have dedicated technical support staff who provide prioritized service to the center in order to ensure that crucial technology systems remain operational. In smaller centers, these resources may be employees of the host agency or a contracted vendor, and the relationship is governed by a Service Level Agreement (SLA). 3.5 When interoperability features at the regional or statewide level are available and meet the performance needs of responding agencies, high-performing dispatch organizations join and utilize these systems. For small centers, using the same CAD system as neighboring agencies/secondary PSAP’s or developing CAD interfaces between the two is necessary to achieve a high degree of interoperability. Staffing and Workload Management 4.1 Top-tier dispatch agencies strategically calculate the number of staff needed to meet their workload. For small agencies, a minimum of two dispatchers on duty at all times is necessary to be considered world-class. 4.2 World-class dispatch centers rely on full-time dispatchers as the centerpiece of their staffing plan rather than part-time personnel. 4.2 High-performing centers utilize part-time dispatchers strategically to fill absences and vacancies left by full-time dispatchers and maintain a pool of potential applicants for full-time positions. 4.3 The compensation and benefits provided to dispatch personnel at top-tier dispatch agencies is competitive in the market and consistent with their classification as a ‘Protective Service Occupation’ 4.3 A proactive approach to recruitment and hiring in order to fill vacancies is a hallmark of high-performing dispatch organizations. They actively maintain a public and online profile, strategically build a recruitment pipeline, and speed the hiring process. Smaller agencies may be best served by partnering or piggybacking with the recruitment efforts of their host agency. Training and Professional Development 5.1 World-class dispatch centers align their training to incorporate the standards and base-level certifications of at least one professional organization, and their staff maintain these certifications on an ongoing basis. Training program certifications such as the APCO Project 33 designation are reflective of a world-class training program. 5.1 High-performing dispatch centers have an established training curriculum and manuals which outline the content and timing of each phase of training. Ride-along experience with the agencies served is a component of this curriculum in top-tier agencies. 5.1 Demonstrable mastery of skills and abilities in each stage of training is required in the training program of top-tier dispatch organizations before trainees progress to subsequent stages. Matrix Consulting Group Page 4 8  Best Practices and Characteristics of World Class Dispatch Oconomowoc, WI Section Characteristic 5.1 Trainers, supervisors, and management in world-class dispatch centers achieve and maintain advanced certifications related to their role, and top-performing agencies retain a highly-trained leadership presence. They also actively pursue ongoing and advanced-level training for their staff. 5.2 World-class agencies and their individual staff compete for regional, state, and national dispatch awards (e.g. “telecommunicator of the year”). Recognition and Accreditations 6.1 World-class dispatch centers pursue and attain accreditation by recognized professional organizations such as CALEA or the IAED Accredited Center of Excellence designation. Quality Assurance 7.1 World-class dispatch centers have an established quality assurance program which systematically reviews call-taking and dispatch activities, reviews them according to a set of consistent criteria, and uses the findings and feedback from these reviews to guide decisions about training and evaluations at an individual and agency-wide level. 7.1 Top-tier agencies use software to automate and standardize the administration of their quality assurance program. 7.1 Small organizations review at least 1,300 calls annually as part of their quality assurance program. Contingency and Resiliency Planning 8.1 World-class dispatch organizations, regardless of size, have developed redundant systems – physically and technologically diverse pathways for communications – for the sake of resiliency, providing an additional measure of assurance that they have the capability to continue operations in case of a disaster which threatens primary systems. 8.2 World-class dispatch centers periodically self-evaluate their preparedness, survivability and sustainability capacity using tools such as the APCO/NENA Emergency Communications Center Service Capability Criteria Rating Scale. The following sections explore these practices and characteristics in more detail. Matrix Consulting Group Page 5 9  Best Practices and Characteristics of World Class Dispatch Oconomowoc, WI 1. Management and Oversight World-class dispatch centers operate within a well-defined management and oversight structure which provides dedicated administrative resources, clear lines of stakeholder communication, thorough and objective means of self-assessment, and a healthy and consistent public outreach program. 1.1 Provision of Professional Management and Administrative Resources World-class dispatch centers have dedicated managers who are responsible for the oversight of the agency’s operations and performance. Top-tier dispatch service requires a commitment to professional management, responsive service and maintenance, quality assurance, self-improvement, and investments in training and personnel. These are provided by dedicated staff – supervisors, coordinators, managers, directors, etc. who set the agency’s goals, monitor its progress, administer its programs, manage its contracts, and do the necessary work beyond telecommunications which is required to maintain an elite level of service. As the NFPA 1221 standard says in Section 7 about emergency communications centers, “All system operations shall be under the control of a manager, director, or supervisor of the jurisdiction served by the system.” In small agencies, however, it is less common to have a dedicated manager or administrator. This is often because small dispatch centers are run by a police or fire department, and the appropriate organizational location for the dispatch function is not necessarily clear. The oversight of dispatch may fall to a sworn ranking officer or supervisor who has a number of other responsibilities. To ensure that the significant level of administrative effort required for world-class organizational excellence is met in these cases, high-performing organizations assign additional administrative resources to their dispatch center in the form of a manager or coordinator to assist the assigned managing personnel with the center’s data collection and reporting, training and staff professional development, quality assurance program, coordination with the jurisdiction’s human resources and IT staff, facilities, management of contracts, and other key administrative support functions. Some agencies assign working dispatchers to one or more of these administrative functions. A number of them, however, require a degree of attention which dispatchers cannot readily provide while on active duty; many of these are also sufficiently time- consuming that dedicated administrative resources are better suited to provide them. Matrix Consulting Group Page 6 10  Best Practices and Characteristics of World Class Dispatch Oconomowoc, WI 1.2 Clearly-Defined Stakeholder Responsiveness Mechanisms Clear mechanisms of oversight and stakeholder input are essential for world-class dispatch organizations. For larger centers, this may take the form of regular meetings with the public safety director or the police and fire chiefs of the city served by the center, or in the case of a consolidated center, an oversight board composed of representatives from client agencies. For small dispatch agencies serving just one jurisdiction, facilitating oversight and stakeholder input is typically more straightforward, since the key stakeholder is that police and/or fire department – and in many cases the dispatch center is part of that department. It still requires routine correspondence and clear lines of communication, however, to maintain the highest level of service. An intentional and professional approach to dispatch oversight may be reflected in routine meetings to discuss the center’s performance and initiatives, regular reporting and review of data by department leadership, a consistent physical presence at the center, and a record of correspondence regarding the development of strategic plans and operational documents. 1.3 Consistent and Objective Self-Evaluation (1) Use of Self-Assessment Standards An essential characteristic of world-class dispatch centers, and for high-performing organizations in general, is a commitment to objective self-evaluation. For emergency communications agencies, a periodic internal review of major operational and technological elements for performance and compliance with target benchmarks is a best practice for top-tier agencies. The standards published by the organizations referenced in this document (NENA, APCO, IAED) may serve as guides. The State of Michigan has also published a set of recommended best practices6 to be used for these types of compliance reviews. Dispatch centers which aspire to the highest level of excellence should make a practice of using such tools regularly. (2) Tracking of Key Performance Indicators In addition to the call taking and incident processing benchmarks described later, world- class dispatch centers adopt and track a set of key performance indicators (KPI’s) determined by their leadership in consultation with their customer/stakeholder agencies. 6 https://www.michigan.gov/documents/msp/RECOMMENDED_BEST_PRACTICE_V10_485459_7.pdf Matrix Consulting Group Page 7 11  Best Practices and Characteristics of World Class Dispatch Oconomowoc, WI APCO has published sample sets of KPI’s, both for dispatch personnel7 and for communications centers as a whole8. These include benchmarks such as call abandonment rate, dispatcher occupancy rate, frequency of response plan overrides, and accuracy of incident classification. Top-tier dispatch organizations large and small routinely undertake a process of self-examination according to agreed-upon metrics and standards such as these. 1.4 Robust Public Education and Outreach World-class dispatch organizations adopt a strategic and ongoing public education and outreach program which educates and informs the public regarding their key public safety role. This is important for at least two key reasons: it informs members of the public of what to expect when they call 9-1-1, and it helps to develop a pipeline of applicants for open positions. For small dispatch centers, this effort is no less important, and high-performing centers address it with similar urgency. Public outreach efforts may be led by an administrative or leadership position, but they should include dispatchers when possible. These may include school presentations, a presence at public events, and charity work on behalf of the dispatch center. Public outreach should also involve promotion and maintenance of a voluntary address database which residents and business owners can register for. In the case of a center which is hosted by a police or fire agency, there may already be an assigned individual responsible for public outreach; in this case, public outreach and recruitment efforts for dispatch positions should be included as part of those department-wide efforts. 2. Call Processing Practices and Performance Standards Primary characteristics of world-class dispatch operations include the minimization of unnecessary call transfers, the ability to meet recognized benchmarks for call processing and dispatch timeliness, the tracking and reporting of important data and key performance metrics, and the standardization of process in a well-managed repository of standard operating procedures (SOP’s). 7 https://www.apcointl.org/download/key-performance-indicators-for-public-safety-communications-personnel/?wpdmdl=43335 8 https://www.apcointl.org/download/public-safety-communications-center-key-performance-indicators/?wpdmdl=32530 Matrix Consulting Group Page 8 12  Best Practices and Characteristics of World Class Dispatch Oconomowoc, WI 2.1 Minimization of Call Transfers to Optimize Speed of Service (1) Roles of Primary and Secondary PSAP’s To provide the highest level of emergency service, the minimization of 9-1-1 call transfers is imperative. Every call transfer after the primary public safety answering point (PSAP) increases the amount of time between the initial telephone or text call and the dispatching of a response. The optimal scenario is for a dispatch center to serve as the primary PSAP as well as the dispatch agency for all responding services (police, fire, and EMS). This allows call-takers to immediately initiate a computer aided dispatch (CAD) incident for response as soon as they begin interviewing the caller, preparing it for dispatch from within their own agency. For smaller dispatch centers, providing a one-stop call taking and dispatch service as described above can be difficult because of the arrangements which one or more responding agencies may have with a regional dispatch center or ambulance service. It is common, for example, for a local police department’s primary PSAP to transfer Fire/EMS calls to a secondary PSAP for dispatch. While this does require a call transfer, a secondary PSAP is sometimes the only option for providing emergency medical dispatch (EMD) instructions, coordinating mutual aid among fire departments, or dispatching a dedicated ambulance service in jurisdictions where this is the service model. A dispatch service can still provide an exceptional level of service in utilizing such a secondary PSAP, as long as the protocols for call-taking and call transferring are clearly defined in SOP’s and regularly monitored, the technology in place allows utmost reliability and speed in transferring the call, and the secondary PSAP is able to meet all remaining call taking and dispatch needs – i.e. no more than one call transfer is ever needed. The flow of call-taking and dispatch should also be consistent for all callers within the jurisdiction. The same primary PSAP should receive all 9-1-1 calls regardless of their source, and they should be handled according to standardized protocols. (2) Automated Alarm Monitoring Protocols Burglar and fire alarms are often monitored by private call centers staffed by the alarm companies. In many cases, alarm calls are answered by the company and then transferred to the PSAP. The creation of an automated secure alarm protocol (ASAP) is a best practice which minimizes the need for additional transfers, creating a data exchange to transmit information between an alarm monitoring company and an emergency communications center. Implementation of an ASAP allows alarm monitoring companies to automate initial notification of an alarm event to a dispatch center, as well Matrix Consulting Group Page 9 13  Best Practices and Characteristics of World Class Dispatch Oconomowoc, WI as providing them with visibility into the center’s CAD system for alarm events and a protocol for ongoing updates between an alarm monitoring company and the center. APCO provides a technical standard9 for implementation of an ASAP in APCO/TMA ANS 2.101.3-2021. 2.2 Call Answering and Incident Processing Time Benchmarks World-class dispatch operations meet the recognized standards for quickly answering calls and efficiently processing them, regardless of the center’s size. This requires sufficient staff availability and excellence in staff training. • The NENA Standard for 9-1-1 Call Processing10 states that 90% of all 9-1-1 calls arriving at the PSAP shall be answered within 15 seconds, and 95% should be answered within 20 seconds. • The standard for emergency call processing, from the time calls are received to the time responding units are initially notified, is outlined in NFPA 1221, which states that 90% of the highest-priority emergency events should be processed within 60 seconds. - High-priority events are defined in Section 7.4.3 of the standards as robberies in progress, active shooters, domestic violence with weapons, officer-involved shootings, structure fires, explosions, hazardous materials incidents, neurologic and cardiac emergencies, trauma, choking or patient not breathing, allergic reactions, and others which may be categorized as the highest priority by the agency. - Excepted from this standard are calls with extenuating circumstances, which include calls requiring language translation, incidents received via text-to-911 or TTY, those with incomplete location data, calls from outside the normal service area or area of responsibility, those requiring the consultation of a PSAP registry to determine an appropriate transfer location, and calls received during a disaster significant enough to alter the operating protocols of the center. Tracking of call answering and processing times, and regular reporting on performance against these standards, is a characteristic of world-class dispatch operations. 9 https://www.apcointl.org/download/alarm-monitoring-company-to-psap-cad-automated-secure-alarm-protocol-asap- standard/?wpdmdl=47245 10 https://cdn.ymaws.com/www.nena.org/resource/resmgr/standards/nena-sta-020.1-2020_911_call.pdf Matrix Consulting Group Page 10 14  Best Practices and Characteristics of World Class Dispatch Oconomowoc, WI 2.3 Establishment of an Effective Call Classification and Prioritization System In order to determine the appropriate level of response urgency for a given call for service, as well as to meaningfully report on performance measures, high-performing dispatch operations of all sizes have a call priority system in place which effectively distinguishes between low, medium and high priority calls for service. This may (and should, in the case of medical dispatch) include scripted lines of questioning for callers to assess key information about an incident and assign an appropriate level of priority for response. The 2020 NENA 9-1-1 Call Processing Standard11 states that “Call taking protocols shall contain questions to facilitate correct call categorization and prioritization”, and ”call taking protocols shall provide a specific, reproducible set of agency-approved codes for classifying calls and assigning a response, with tiered response levels and response types associated with each code.” Centers that dispatch EMS should have a MPDS (medical priority dispatch system) in place. The criteria for classifying incident priority levels should be clear and established in the center’s SOP’s. 2.4 Establishment and Maintenance of Standard Operating Procedures World-class public safety organizations of any size maintain and apply a well-defined set of standard operating procedures (SOP’s). As described in the State of Michigan’s 2019 set of recommended best practices for PSAP compliance review, SOP’s should be kept current through review at least annually by an administrator to include revision/review date, and reviewed at least semi-annually by telecommunicators. As each SOP is revised, telecommunicators should be required to indicate their understanding by signature, and a copy of all SOP’s should be readily available, either electronically or in physical copy, at each workstation for employee reference. The following list shows SOP topics commonly included in the handbooks of high-performing emergency communications jurisdictions. Abbreviations and acronyms New employee orientation Access to NCIC and discipline for improper use Operation of radio system Activating backup dispatch center in emergency Outside employment Adjustment of staff/supervisor roles in emergency Overtime Administration of pre-employment testing Performance evaluations Alert and notification types Performance metrics reporting Attendance Personnel records Background investigations Petty cash 11 cdn.ymaws.com/www.nena.org/resource/resmgr/standards/nena-sta-020.1-2020_911_call.pdf Matrix Consulting Group Page 11 15  Best Practices and Characteristics of World Class Dispatch Oconomowoc, WI CAD Incident Entry Production and issuance of regulatory reports Call-taking responsibilities Professional attire Camera monitoring and response Professional standards of conduct Chain of command Progressive discipline Code of ethics Promotions Communications center security and access Quality assurance procedure Complaints against personnel Radio failure Configuration of software systems Radio incident codes Data confidentiality Re-certification requirements Document management Ride-along requirements Drug and alcohol use RMS record keeping procedures External communications Shift bidding Federal radio regulation compliance Shift trades Grievances Social media Handling recording requests SOP update procedure Incomplete or abandoned calls Training requirements Interaction with Media Use of alternate/backup power source Language/translation services Use of center software and equipment Leave approval Use of NCIC and entry of different case types Maintenance of GIS and address layers Use of personal mobile devices Major incident notification requirements Vehicle use Meeting documentation Virus and malware protection Natural disaster response Workplace discrimination, harassment, violence The development and consistent maintenance of SOP’s requires administrative effort, highlighting again the need for a dedicated manager/supervisor or a commitment to supporting the dispatch operation on the part of the host agency. 3. Technology Utilization The implementation, maintenance, and intelligent integration of technology to provide optimal service levels, comply with next-generation standards, and ensure resiliency are crucial components of world-class dispatch operations. 3.1 Configuration of Key Systems to Capture and Produce Data A key element required to produce meaningful reports on dispatch center performance is the configuration of the center’s key technology systems (CAD/RMS, telephony, and radio systems) to capture and produce crucial workload and performance data. The 2020 NENA 9-1-1 Call Processing Standard states that centers should have “…sufficient statistical data on hand to provide their executive level management teams with accurate constituent calls for service information.” World-class dispatch centers are able to Matrix Consulting Group Page 12 16  Best Practices and Characteristics of World Class Dispatch Oconomowoc, WI routinely generate reports on key metrics such as calls for service volume, 9-1-1 phone calls and transfers, call answering times, incident processing times, and radio saturation levels. To accomplish this, these systems must be configured appropriately, and staff or an administrator trained sufficiently, to capture inputs in a consistent format and regularly produce this data in a meaningful way. 3.2 Progression Toward NG9-1-1 Standards The move to Next-Generation 9-1-1 (NG9-1-1) standards represents the current iteration of technology advancement in 9-1-1 communications, a progression from VOIP E9-1-1 technology which has been widespread for years. As the following graphic indicates, NG9-1-1 adoption necessitates an IP-based architecture which allows fully digital call processing. Enhanced E9-1-1 Wireless E9-1-1 VOIP 9-1-1 NG9-1-1 Mandated in 1999, Calls routed based Routes calls based Calls sent to PSAP provides phone on cell tower rather on call coordinates and processed number and than MSAG, rather than address entirely over VOIP. ANI/ALI data with location data or cell tower. Enables photo, specific address provided as Mandated in 2005 video, and text automaticallly to coordinates rather for certain call messaging. call taker. than an address. types. NENA has published and updated NG9-1-1 standards periodically as guidance for dispatch centers to prepare their systems, data structures, management practices, and operations for implementation. Most recent among these is the i3 Standards for Next Generation 9-1-1 which includes key updates to NG911 infrastructure12. These provide detailed specifications for a fully IP-based multimedia telecommunications system for emergency call processing. This also includes implementation of a digital Emergency Services IP network (ESInet), a data network (often regionalized) with the resiliency and security features necessary to support IP-based call processing and multiple public safety agencies concurrently. World-class dispatch organizations, whether small or large, are compliant or actively progressing toward compliance with these standards. 3.3 Integration of CAD/RMS with Other Resources World-class dispatch agencies go beyond the use of CAD/RMS systems, integrating these systems with their phone infrastructure, mobile data terminals, and GIS assets. Integrated call-taking immediately populates a new CAD incident for each 9-1-1 call with 12 https://cdn.ymaws.com/www.nena.org/resource/resmgr/standards/nena-sta-010.3-2021_i3_stand.pdf Matrix Consulting Group Page 13 17  Best Practices and Characteristics of World Class Dispatch Oconomowoc, WI the automatic name information and automatic location information (ANI/ALI) data available from that phone call. In order to reduce the time consumption and risk of keystroke error which accompany manual data entry. Efficient CAD systems can also add new calls for service to existing incidents (e.g. a large fire or a major traffic accident which might generate dozens of 9-1-1 calls) in order to reduce the duplication of data entry. In addition to entering calls for service in a CAD system and utilizing a records management system (RMS) at the dispatch center, high-performing agencies of all sizes have integrated these software platforms with mobile data terminals (MDT’s) in the vehicles of their responding agencies. This allows policed, fire, and EMS staff in the field to receive alerts, monitor the status of ongoing events, and query public safety databases from their vehicles without use of the radio. High-performing dispatch organizations also have their CAD system integrated with a consistently updated GIS database and master street address guide (MSAG). These are used to identify the closest unit for response and provide intelligent dispatch resource recommendations including appropriate units, quickest route and closest unit determination. Top dispatch agencies use GIS tools such as RapidSOS to locate the source of incoming 9-1-1 calls with a high degree of accuracy, and automatic vehicle locators (AVL’s) to track the location of responding vehicles. 3.4 Dedicated and Prioritized Technology Support Resources World-class dispatch centers, and in fact top-tier organizations of all kinds, have dedicated technical support staff to ensure that crucial technology systems remain operational. Typically, these are full-time information technology support technicians. Small dispatch centers may not have the resources to support this level of investment or the technology-related workload to justify full-time IT personnel. Instead, small centers may ensure a high level of service by relying on the technical support staff of their host organization, or by contracting for IT support from another organization or a private vendor13. In either case, the goal remains the same: to ensure that the center is of utmost priority when attention is needed. This is usually accomplished in high-performing organizations through the use of a service level agreement (SLA) with the host agency or the contracted IT support service. The SLA details the requirements for responsiveness and overall service level, and trouble reporting procedures. Monitoring and enforcing the agreement 13 NFPA 1221 Section 7.1 states that “in-house personnel or authorized outside contract maintenance services” are acceptable. Matrix Consulting Group Page 14 18  Best Practices and Characteristics of World Class Dispatch Oconomowoc, WI requires the commitment of administrative effort, emphasizing the necessity for a dedicated management structure even in small dispatch centers. 3.5 Interoperability World-class dispatch operations have the capacity for interoperable functionality with surrounding jurisdictions. A nearby dispatch center may serve as a backup site if the primary center becomes inoperable, and communications can be shared instantaneously with nearby dispatch centers and first responders, even those not typically dispatched by the center. Interoperability may be viewed on a continuum14, with increasing levels possible in the areas of governance, SOP’s, technology, training and exercises, and usage. Achieving this requires a level of coordination between the center and its neighbors to standardize their systems. It is common for 9-1-1 call taking architecture to roll calls over to backup centers when the primary center does not answer. It is also common for dispatch centers to join a shared regional radio system or establish common channel nomenclature to facilitate interoperability15, and many high-performing agencies have P25-compliant radio systems and equipment. For a small dispatch center, these features are within reach, but they must also find a solution for interoperability of CAD systems. A large center can use the same CAD system for all of its customer agencies, but a small center which aspires to a world-class level of interoperability must join the same CAD/RMS system as neighboring jurisdictions or develop interfaces which allow data transfer. When interoperability features at the regional or statewide level are available and meet the performance needs of responding agencies, high-performing dispatch organizations join and utilize these systems. 4. Staffing and Workload Management Top-tier dispatch centers prioritize meeting their agency’s workload with adequate personnel resources, a commitment which is reflected in minimum staffing levels of at least two dispatchers, the use of full-time staff as much as possible, and compensation which promotes longevity and matches the professional expectations placed on staff. 14 See the CISA/Dept. of Homeland Security’s Operational Guide for the Interoperability Continuum. 15 https://www.apcointl.org/download/apco-npstc-1-104-2-2017-standard-channel-nomenclature-for-the-public-safety- interoperability-channels/?wpdmdl=6004 Matrix Consulting Group Page 15 19  Best Practices and Characteristics of World Class Dispatch Oconomowoc, WI 4.1 Minimum Staffing of Two Dispatchers On Duty High-performing emergency communications agencies take a strategic approach to ensuring an appropriate number of dispatch staff on duty at each hour of the week. This involves an evaluation of the required roles, the respective fluctuation of workload for each, shift relief, and calculations of the number of qualified staff needed to ensure each role is filled. It also involves the use of available resources like the APCO Project RETAINS model and the Erlang-C call concurrency formula, both of which are used in our firm’s staffing model. For small agencies, however, the most relevant standard for staffing calculations is to have two dispatchers on duty at all times, as recommended in NFPA 1221 Section 7. While the volume of calls for service may not be sufficient to necessitate two staff, operating with a single dispatcher on duty is not recommended because it does not allow staff to take breaks and limits the Center’s capacity to quickly meet a surge in workload during a major incident or multiple concurrent calls. While many small centers nationwide do operate with a single dispatcher on duty, it is a characteristic of world-class dispatch centers to meet the NFPA standard of 2 staff on duty at all times. 4.2 Maximization of Full-Time Professional Dispatchers and Effective Use of Part- Time Personnel High-performing dispatch centers utilize full-time professional dispatchers as the core of their staffing approach, as opposed to part-time staff or police or fire staff who are performing light duty or working a second job. Personnel who are fully dedicated to emergency communications are preferable because they gain invaluable experience processing a greater number of incidents over the course of a month than their part-time counterparts. While working too many hours can result in burnout, maintaining a full-time workload ensures that dispatchers keep their skills up-to-date and build familiarity with frequent callers and the first responders served. In small dispatch centers, the use of full- time staff is equally valuable. Because the overall number of incidents is smaller than in a larger center, the regular handling of calls by full-time staff and the experience gained through maximized exposure to calls for service is even more important. Nevertheless, due to the mechanics of shift scheduling, it is often inefficient to rely solely on full-time staff. The use of excessive overtime to fill absences and vacant shifts, or the hiring of additional full-time staff solely to provide backup, is impractical. These dynamics are magnified in small dispatch centers because there are typically no more than 2 staff scheduled per shift. An agency should not hire additional full-time staff when they would Matrix Consulting Group Page 16 20  Best Practices and Characteristics of World Class Dispatch Oconomowoc, WI be under-utilized, as this would constitute an unjustifiable financial burden. An agency also cannot fail to staff scheduled shifts or mandate excessive overtime, since the consequences of these actions are even more dire. For these reasons, while a world-class standard of service involves full-time personnel as much as possible, dispatch centers of all sizes will use part-time personnel to fill vacancies, as necessary, when full-time personnel are absent or depart. These staff are scheduled regularly enough to maintain, at least, minimum skill-set standards. Such use of part-time staff is a cost-effective means of ensuring that minimum staffing needs are met, and it maintains a pool of expertise to fill shifts (as well as potential full-time applicants) when vacancies arise. 4.3 Recruitment, Hiring, and Compensation Practices In addition to employing full-time professional dispatchers, world-class dispatch centers take measures to retain them, recruit new staff, and minimize the effects of turnover, which is significant in the emergency communications industry. Retention is especially important for small dispatch centers because each departure in a small organization creates an outsized impact compared to their larger counterparts. (1) Compensation The compensation provided to dispatch personnel should be competitive in the market and consistent with their classification as a ‘Protective Service Occupation’, a classification which has been codified in a number of states and is under consideration at the federal level currently through the 911 SAVES Act. The compensation scale offered to dispatchers should exceed that of clerical staff; it should reflect the essential nature of emergency communications work and the training and skills required to effectively provide it. (2) Recruitment and Hiring World-class agencies, both large and small, also take a proactive approach to recruitment and hiring in order to fill vacancies. They develop a strategic recruitment plan in order to cultivate a reliable pipeline of new applicants, actively maintain a public profile (as outlined in the first section), and develop a consistent web and social media presence. They also compress the hiring process, rapidly offering qualified applicants a job position while minimizing the amount of time between receiving an application and the first day of training. High-performing dispatch centers of all size also use an aptitude test such as CritiCall or the National Dispatcher Selection Test (NDST) as part of the hiring and selection process. These efforts require an investment of managerial time and effort. Matrix Consulting Group Page 17 21  Best Practices and Characteristics of World Class Dispatch Oconomowoc, WI Small agencies often partner with the recruitment efforts of their host agency to raise public awareness and build their recruitment pool. For small agencies, the ability to hire new personnel is just as important as in a large agency, but it comes less frequently; while a large agency may continually have vacancies to be filled, and thus initiate a new training class multiple times per year, smaller agencies may only have one vacancy at a time which causes the recruitment and hiring process to play out differently. 5. Training and Professional Development The quality of training provided to new staff and the maintenance of skill sets and certifications for existing personnel is among the most important distinctions characterizing world-class dispatch operations. The following points outline these practices. 5.1 Training and Certification for Personnel (1) Initial Training and Certifications The training provided to new hires as they progress toward becoming full-fledged dispatchers should encompass a set of minimum competencies. For example: • APCO has published a standard16 which identifies minimum training requirements for public safety call-takers, fire service dispatchers, law enforcement dispatchers, and emergency medical services (EMS) dispatchers. APCO also offers a Public Safety Telecommunicator (PST) certificate, which meets the minimum standards for PST’s and can be renewed every 2 years with 24 hours of continuing education annually. • Likewise, the International Academy of Emergency Dispatch (IAED) offers an emergency telecommunicator (ETC) class and certification17, as well as certification courses in emergency medical dispatch (EMD), which is essential for medical dispatchers. IAED also offers certifications in the EPD and EFD disciplines. World-class dispatch centers align their training to incorporate these minimum standards and the base-level certification of at least one professional organization, and their staff maintain their certifications on an ongoing basis. 16 https://www.apcointl.org/download/minimum-training-standards-for-public-safety-telecommunicators-3/?wpdmdl=6288 17 https://www.emergencydispatch.org/what-we-do/courses-and-training?tab=etc-tab Matrix Consulting Group Page 18 22  Best Practices and Characteristics of World Class Dispatch Oconomowoc, WI • NFPA 1061 provides18 another set of standards specifically outlining professional qualifications for public safety telecommunications personnel. High-performing dispatch centers have an established training curriculum and manual which outlines the content and timing of each phase of training. They also require demonstrable mastery of skills and abilities in each stage of training before trainees progress to subsequent stages. This may take the form of a written test, a simulated skills test, floor observations, or a combination of these, but it is objective and consistently applied. Along with aligning to professional standards and obtaining formal certifications, top-tier dispatch centers provide field experience to their trainees during the training process in the form of ride-along sessions with the first responders served. Police and fire ride-along sessions familiarize dispatchers with the operations of their jurisdiction’s field personnel, help them establish relationships with first responders, and provide context for their work at the dispatch center. A high-performing center’s training program may attain the APCO Project 33 Agency Training Program Certification, which is a formal mechanism for public safety agencies to certify their training programs as meeting APCO American National Standards (ANS). (2) Training and Certifications for Center Management Additionally, the staff administering training to new hires should be certified in top-tier dispatch centers. APCO offers training courses and certifications for training officers (CTO’s), as well as for dispatch supervisors. NENA also offers a Center Manager Certification Program (CMCP) and an Emergency Number Professional (ENP) certification for dispatch center managers, directors, and those in other leadership positions. The practice of world-class dispatch centers is to maintain these certifications, or ongoing professional training similar to them, for supervisors and training officers. In a small dispatch center, these positions may be one and the same, or the responsibility to train new hires may fall to existing dispatcher CTO’s rather than a dedicated training officer. Regardless of size, the attainment and regular maintenance of these types of certifications are essential for top-tier dispatch centers. 18 https://www.nfpa.org/codes-and-standards/all-codes-and-standards/list-of-codes-and-standards/detail?code=1061 Matrix Consulting Group Page 19 23  Best Practices and Characteristics of World Class Dispatch Oconomowoc, WI (3) Ongoing and Advanced Training World-class dispatch centers actively pursue ongoing and advanced-level training for their staff. While it may not be feasible for a small dispatch center to host speakers or training sessions internally, dispatchers at high-performing agencies, regardless of size, are encouraged to attend external training opportunities and attain advanced training such as the courses required for the NENA Excellence in in Dispatch Certificate19. While dispatchers at nearly every center receive certifications in CPR and use of the NCIC, and those at medical dispatch centers often maintain an EMD certification, top-level dispatch centers also provide relevant FEMA certifications and training to their personnel. Namely, these are the National Incident Management System (NIMS) classes, typically at levels ICS 100, ICS 200, and the IS 700-level classes. 5.2 Staff Recognition In addition to maintaining the appropriate certifications and pursuing an ongoing training and professional development program, world-class agencies and their individual staff compete for regional, state, and national dispatch awards. Both IAED and APCO award various annual recognitions such as “dispatcher of the year”, “trainer of the year”, “technologist of the year”, “team of the year”, “supervisor of the year”, and “instructor of the year”, and acknowledge nominees and finalists for these awards. Many local chapters of these professional organizations likewise award designations for excellence on an annual basis. 6. Recognition and Accreditations World-class dispatch centers pursue and attain accreditation by recognized professional organizations. Two common examples of this: • The Commission on Accreditation for Law Enforcement Agencies (CALEA) accreditation program20 requires organizations to collect and analyze key data for accountability and decision-making, with a focus on quality assurance, interoperability, emerging technologies, risk analysis, asset security, resources access, contemporary training, and a range of other operational functions. It is specifically geared toward law enforcement dispatch centers. 19 https://www.nena.org/page/EID_Cert 20 https://www.calea.org/communications Matrix Consulting Group Page 20 24  Best Practices and Characteristics of World Class Dispatch Oconomowoc, WI • The IAED Accredited Center of Excellence (ACE) designation21 requires agencies to complete a 20-point review with a focus on call processing and dispatch protocols as well as quality assurance/quality improvement. ACE designation may be attained by large or small agencies. External recognition provides validation against proven standards of excellence. 7. Quality Assurance World-class dispatch centers have an established quality assurance program which systematically reviews call-taking and dispatch activities, reviews them according to a set of consistent written criteria, and uses the findings and feedback from these reviews to guide decisions about training and evaluations at an individual and agency-wide level. The APCO/NENA standard on quality assurance and quality improvement22 may be used as a guide for developing such a program, along with the guidance published by IAED as part of their ACE accreditation program. A top-tier quality assurance program involves a review of call processing and dispatch for a random selection of calls processed across the agency, and may include targeted reviews of high-acuity incidents and those deemed of heightened interest (such as EMD calls). These calls and the accompanying CAD entries are then reviewed and graded for compliance with written standards and protocols. The findings are reviewed with the dispatcher, where commendations and improvement opportunities are documented. The incident review required for a strong quality assurance program can be partially automated in order to save time, standardize the criteria for review, and facilitate the tracking of calls and review results. Top-tier agencies use recording software and resources such as ProQA to catalog calls for service, filter or randomize selections for review, grade interactions against established criteria, and provide guidance to telecommunicators after reviews and during the call-taking process itself. The quality assurance process, even with the help of automated digital tools, is an ongoing effort which requires significant time investment on the part of a center’s leadership. For small agencies, it is recommended by IAED that at least 1,300 calls for service are reviewed annually23 (an average of 25 per week)24. It is a function which necessitates dedicated administrative/supervisory resources; for a small agency to meet 21 https://www.emergencydispatch.org/what-we-do/accreditation 22 https://www.apcointl.org/download/11071-2015-quality-assurance/?wpdmdl=5901 23 https://cdn.emergencydispatch.org/iaed/pdf/ace/20+Points+Handbook_web.pdf 24 The APCO standard suggests 2% of all calls as a benchmark, but acknowledges that this may be insufficient in a small agency. Matrix Consulting Group Page 21 25  Best Practices and Characteristics of World Class Dispatch Oconomowoc, WI a world-class level of quality assurance, these resources may be provided within the structure of the host agency as described earlier in this document. 8. Sustainability and Resiliency Planning The resiliency and sustainability of dispatch centers to provide uninterrupted service during emergency and disaster situations is crucial to the safety of the community. World- class dispatch organizations invest in infrastructure which reflects this need and routinely self-assess to ensure preparedness in worst-case scenarios. 8.1 Redundancy Through Physical and Technological Diversity World-class dispatch organizations have developed redundant systems to enhance resiliency, providing an additional measure of assurance that they have the capability to continue operations in case of a disaster which threatens primary systems. As described by the Federal Communications Commission25, these involve physically and technologically diverse pathways for communications – for example, a primary broadband fiber connection may be backed up by a cellular LTE connection, or digital microwave. All fiber and microwave should have diverse physical paths, including building entry points. Radio systems operated by intelligent consoles should be designed with base station or other basic radio system fallback capability, should the system intelligence become inoperable. 8.2 Objective Self-Assessment of Resiliency and Survivability High-performing dispatch centers take an active approach to the resiliency and survivability of their operations. To facilitate this, APCO and NENA have jointly developed an Emergency Communications Center Service Capability Criteria Rating Scale26, a tool which is designed to help managers assess their current level of service capability. An assessment tool is provided to objectively assess capabilities of the PSAP against models representing different levels of preparedness, survivability and sustainability amidst a wide range of natural and man-made events. NENA has also published a series of recommendations for disaster and contingency plan development27 which addresses the key areas of staffing, IT security, redundant systems, situations requiring evacuation, evacuation procedures, and returning to normal operations. World-class dispatch centers self-evaluate their capacity in these areas on a regular basis using tools such as these. 25 https://www.fcc.gov/general/communications-route-diversity-public-safety 26 https://www.apcointl.org/download/ecc-service-capability-criteria-rating-scale/?wpdmdl=6344 27 https://cdn.ymaws.com/www.nena.org/resource/resmgr/standards/nena-inf-017.3-2018_disaster.pdf Matrix Consulting Group Page 22 26  MEMORANDUM FINANCE Date: August 31, 2021 To: Mayor Magnus, City Council From: Matt Trebatoski, City Administrator Laurie Sullivan, Finance Director Re: 2022-2026 Capital Plan RELATES TO THE STRATEGIC PLAN Strategic Goal- V. Enhance the Effectiveness of our City Government BACKGROUND The Draft 2022-2026 Capital Plan was reviewed and revised by the Committee of the Whole at their August 10th Capital budget workshop. ADDITIONAL ANALYSIS Changes made to the Proposed Capital Plan at the August 10th meeting are as follows: Motion to increase Elec Utility Transformer Purchase $150,000 Elect Fund Motion to Move Westover Park Equipment to 2023 ($45,000) Levy Motion to Remove Champion Fields Backstops and fencing ($75,000) Levy Motion to add back to 2022 the Parks Wide Area Mower $85,000 Levy Motion to move Police Rifles from 2026 to 2022 $61,050 GF Balance Motion to Reduce Rockwell Park from $500K to $300K ($200,000) GF Balance Motion to Remove Hickory Park Shelter ($40,000) Park Impact Fee Motion to Remove Lake Bluff Drive ($200,000) Streets Impact Fee Request additional information on Liftstation for the NE Park Area Add Splash Pad to 2024 Long Term Plan $5,000 FINANCIAL IMPACT The 2021 levy budget for Capital is proposed to be $2,378,678. The goal would be to keep the Levy for Capital relatively steady over the years. RECOMMENDATION Approve 2022 Capital funding plan and authorize staff to insert the Capital Levy into the 2022 budget. SUGGESTED MOTION 1 27 Move to adopt the 2022 Capital Plan and insert into the 2022 Annual Budget. 2 28  2022 Proposed Capital Funding Plan - Changes made at 8/10/21 COW meeting are Highlighted Levy Funded Non-Levy Funded Non-Levy - Reserves Amt Amt Dept Type Description Requested Funding Source Dept Type Description Amt Requested Funding Source Dept Type Description Requested Funding Source Buildings & Grounds Debt Financing Reserves DPW B&G Landscape supply storage area $ 40,000 Levy DPW Infra Expanded Street Plan $ 1,000,000 Debt Electric Infr New Services $ 45,000 Parks B&G Champion Fields-Concession/Restroom $ 40,000 Levy Water Infra Olympia Redevelopment $ 665,000 Water Debt/TIF Electric Infr Primary Extensions $ 150,000 Parks B&G Westover Park - Play Equipment Replacement $ 45,000 Moved to 2023 Water Infra Well #8 - Additional Expenses $ 840,639 Water Debt Electric Infr Injected Cable Replacement $ 385,000 Parks B&G Champion Fields - Backstops and Fencing $ 75,000 Moved to 2023 Water Infra Water main w/ Street Projects $ 931,300 Water Debt Electric Infr Outage Management & System Automation $ 150,000 Total Debt Funded $ 3,436,939 Electric Infr Second Street CB75 Customer Conversion $ 100,000 Total Building and Grounds $ 80,000 Levy Electric Infr North Feeder Ext CB65 to CB80 $ 340,000 Impact Fees Electric Infr Replace Remaining CB72 in W Ind Area $ 300,000 Equipment & Vehicles Parks B&G NE Regional Park Development - Phase2 $ 350,000 Park Impact Fee Electric Infr STH 67 Ped Underpass Relocate Utilities $ 500,000 Police Equip Squad Video/Body worn Cameras $ 100,000 Levy Parks B&G Hickorywoods Park Shelter $ 40,000 Remove Electric Infr SW Area Cable Distribution $ 300,000 Library Equip RFID Implementation $ 47,874 Levy DPW Infra Extension of Lake Bluff Drive $ 200,000 Street impact fee Electric Infr Orchard Area Cable Replacement $ 325,000 FIRE Equip WLFD 2022-2026 CIP $ 373,804 Levy Electric Infr Annual Street Project Relocations $ 50,000 Parks Equip Wide Area Mower #99 Replacement $ 85,000 Add back to 2022 Total Impact Fee Funded $ 350,000 Electric Infr Convert OH to UG Riverview Lane $ 100,000 Police Fleet Squad Car Replacement $ 115,000 Levy Electric Fleet Digger Derrick Truck #1 $ 300,000 DPW Fleet Skidsteer $ 96,000 Levy Other Funding Electric Bldg Landscaping Supply Storage Area $ 40,000 DPW Fleet Plow Truck #56 $ 240,000 Levy Parks Initiative Rockwell Park $ 300,000 GF Reserves Electric Fleet Reel Trailer T46 $ 26,000 DPW Fleet 1 Ton truck #41 $ 110,000 Levy Police Equip Squad Rifles/Training Equip $ 61,050 GF Reserves Electric Fleet Replace NEV with Electric Vehicle (Truck) $ 45,000 Parks Initiative Boat Launch Parking - City Beach $ 75,000 TIF 5 Electric Fleet Replace #6A Small Dump Truck with flatbed $ 70,000 Total Equipment and Vehicles $ 1,167,678 Levy Parks Initiative Boat Launch Development - City Beach $ 125,000 TIF 5 Electric Equip Electric Meters - New & Replacement $ 75,000 Parks B&G Community Center Improvmts/Replcmnts $ 30,000 Reserve Electric Equip Transformers - New & Replacement $ 450,000 Increased $150K Infrastructure Fleet Equip Column Lifts $ 35,000 Fleet Electric Other Capital Contingency $ 150,000 DPW Infra DESIGN Street Program $ 56,000 Levy Fleet Equip Tire Mount & Balance Machine $ 17,000 Fleet DPW Infra Street Maintenance Program $ 1,000,000 Levy Tech Equip IT Upgrades $ 75,000 Tech Total Electric Reserves $ 3,901,000 Police Equip Squad Video/Body worn Cameras $ 45,000 Donations Total Infrastructure $ 1,056,000 Levy WLFD Equip WLFD CIP $ 100,000 Ambo Fund Bal Water Equip Water Meters $ 70,000 Total Other Funded $ 863,050 Water Equip Ground Storage Reservoir at Wells 4 & 6 $ 35,000 Other Water Equip Wells 4 & 6 Building Improvements $ 60,000 DPW Other Adaptive Management Program $ 75,000 Levy TOTAL NON LEVY FUNDED $ 4,649,989 Water Other Capital Contingency $ 80,000 Water Other Outage Management & System Automation $ 20,000 Total Levy Funding Request $ 2,832,678 Water Infr Distribution Water Mains & Valves $ 20,000 Levy Funding Goal =$2,400,000 $ 432,678 Over Goal 2022 Capital Plan Water Infr DNR Mandated Lead Service Line Replacement Program$ 350,000 Total City $ 4,591,728 Total Utility $ 12,008,939 Total Water Reserves $ 635,000 Unable to fund from 2022 Levy Funding Goal $ 454,000 TOTAL 2022 CAPITAL PLAN: $ 16,600,667 Levy funding $ 2,378,678 WWTP Infr Metering Station Upgrades $ 30,000 Amount Over/(Under) $ (21,322) WWTP Infr Sewer Main (In Conjunction w/ Streets) $ 350,000 WWTP Infr Treatment Plant Upgrades $ 3,800,000 SAC Funds WWTP Infr Treatment Plant Upgrades-HVAC $ 20,000 DPW Fleet Widening/Shouldering Machine $ 60,000 Moved to 2024 ANNUAL RECURRING CAPITAL EXPENSES: WWTP Infr Lift Station Pavement Work $ 100,000 DPW B&G Insulate and Heat Cold Storage $ 100,000 Moved to 2025 Street Maintenance Program & Design $ 1,056,000 WWTP Infr Landscaping Supply Storage Area $ 40,000 DPW B&G City Hall Exterior Cleaning & Tuckpointing $ 63,000 Moved to 2023 Squad Car replacement $ 115,000 WWTP Equip Pump station-Submersible pumps $ 35,000 DPW B&G Restore Faces on Clock Tower $ 36,000 Moved to 2023 WLFD Equip $ 373,804 WWTP Equip Replacing Veolia Hydrotech disc filters $ 146,000 Parks B&G Champion Fields - Backstops and Fencing $ 150,000 Moved to 2023 Adaptive Management Program $ 75,000 WWTP Equip Replace Effluent W3 System Pumps $ 35,000 Parks Fleet Truck #72 - GMC 3/4 Ton Pickup replacement $ 45,000 Moved to 2024 Plow Truck replacement $ 240,000 WWTP Other Lift Station SCADA System $ 80,000 Parks Fleet Wide Area Mower #99 replacement $ 85,000 Moved back to 2022 WWTP Fleet Replace Truck #19 - 1/2 ton $ 50,000 Total Annual Expenses $ 1,859,804 WWTP Fleet Televising Truck $ 350,000 Total Unfunded $ 454,000 Total Levy Funding Available $ 2,413,678 WWTP Infr Need additional Info on Liftstation NE Park area TBD Moved project to 2021 Total WasteWater Reserves $ 5,036,000 DPW Infra Peacock Dam Improvements $ 225,000 2021 Project Remaining Levy Available after Recurring Expenses $ 553,874 TOTAL FUNDED BY UTILITY RESERVES $ 9,572,000 8/10/21 COW Changes to Capital Funding Plan Motion to increase Elec Utility Transformer Purchase $150,000 Elect Fund Motion to Move Westover Park Equipment to 2023 ($45,000) Levy Motion to Remove Champion Fields Backstops and fencing ($75,000) Levy Motion to add back to 2022 the Parks Wide Area Mower $85,000 Levy Motion to move Police Rifles from 2026 to 2022 $61,050 GF Balance 29 From the Office of the City Finance Director Memorandum To: Mayor Magnus Common Council Cc: Matt Trebatoski, City Administrator From: Laurie Sullivan, Finance Director Date: September 3, 2021 Re: Summary Memo - 2022 Western Lakes Fire District proposed budget Time/Date/Location: The Western Lakes Fire District will hold a budget meeting on Wednesday, September 15th at 7:30 p.m. The meeting will be held at the Summit Village Hall. Purpose/Process: The purpose of the meeting is to review the proposed 2022 WLFD budget. The WLFD Board has distributed a recommended budget to the Municipalities. A copy of the proposed operating budget is attached to this memo. This is a joint meeting of the Fire Board, the Municipal governing bodies, and the Fire Chief. At the meeting, the Fire Chief will review and discuss the recommended budget. Each Municipality will also have a chance to meet separately to discuss the budget and any suggested changes to the proposal. The Municipalities and Fire Board will then come back together to continue the discussion and review any changes/suggestions from the municipalities. After further review, the Municipalities may vote on the budget or move to convene another meeting to further discuss the budget. Voting: This budget includes an increase over 4% of the prior year budget so ALL Municipalities must approve the budget. Summary of the 2022 Proposed Budget Request: Proposed amounts due from the City include: 2021 City Share 2022 Proposed $ change % change Prior Year Operating $1,367,838 $1,182,787 $185,051 16% Budget Capital Budget $473,804 $465,157 $8,647 2% Total City Share of WLFD $1,841,642 $1,647,944 $1,647,944 11.75% Budget Operating: The 2022 WLFD operating budget request includes a total tax levy increase of $288,662 or 13.70%. The levy request is the amount that the fire district will bill to the municipalities for the 2022 budget. The City share would be $1,367,838 representing an increase of $185,051 or 16% over last year. 174 E Wisconsin Avenue • P.O. Box 27 • Oconomowoc, WI 53066 Phone (262) 569-3234 • email: LSullivan@oconomowoc-wi.gov 30  2 The City’s operating budget increase is limited to the City’s net new construction, which is 2.27% for the 2022 budget. In the City’s proposed budget, we included a four percent (4%) increase for the Fire District. The budget request is 14% over the amount that the City had planned for in the Long Term Financial plan. The additional 14% requested in the WLFD proposed budget will cost the City approximately $153,785. In order to fund this increase, the Council will need to consider using the City’s unused prior year levy, as the requested increase does not fit into the City’s operating budget. Capital: The WLFD Capital budget for 2022 totals $1,545,412. This includes the purchase of a ladder platform truck in the amount of $1,490,000 and turnout gear in the amount of $55,412. These purchases have been laid out in the approved 5-year capital plan and have already been approved at the Joint Owners Capital Budget meeting. Major Changes in the proposed WLFD Operating Budget: Expenses: 1. The biggest cost increase in the proposed 2022 budget is for full time staffing. In 2021, nine new full time positions were approved with staggered hiring dates. The 2022 Full Time wage line item increase of $497,457 is made up of the increase for the full year effect of the 9 positions and a 2% COLA increase. 2. Part Time wages increased by 7.5 following the staffing plan. The part time workforce was reduced when Full Time staff were added. Results in a total increase of $24,238 3. Workers Compensation Insurance increase in 2022 due to an increased MOD factor. The district incurred injuries requiring surgery, lost time and rehab costs. The increase in Workers Comp insurance is $38,291. Revenues: 1. The district has seen an increase in the volume of calls and is projecting an increase in ambulance revenues or $197,258. 2. Contract revenue increase of $49,871 due to the addition of the Village of Merton and the remainder of the Town of Merton. 3. Fire insurance dues from the State of Wisconsin have increased $19,201 4. The sale of the old platform ladder is projected to bring in $50,000. Overall The proposed Western Lakes Fire District budget has an overall increase of $577,192 or 9.53% increase from 2021. The Levy increase (or amount charged to Municipalities) has increased a total of $288,662 or 13.7% from 2021. Other Discussion Items: Discussion regarding the Future staffing situation for Western Lake Fire District and strategies to fund the staffing will be part of this meeting. The Fire Board has voted to start researching the option of using a District wide referendum to fund the additional staffing costs for Fire. There will be more discussion about this at the September 15th meeting. Closing: Please review the attached budget proposal and come to the meeting on the September 15th prepared to ask your questions. Let me know if there is anything else that I can provide to you before the meeting. Laurie 174 E Wisconsin Avenue • P.O. Box 27 • Oconomowoc, WI 53066 Phone 262-569-3234 • email: LSullivan@oconomowoc-wi.gov 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61