Meeting of the NORCOM Governing Board Packet-10.11.2013.pdf · Tom Orr discussed: Zoll RMS is used by 12 of our fire agencies and an upgrade is due soon. Most agencies support Zoll

Meeting of the NORCOM Governing Board Bellevue City Hall • 450 110th Ave. NE • Room 1E-112 Friday, October 11th, 2013 • 9:00 a.m.

Agenda

1. Call to Order

2. Roll Call

3. Open Communications from the Public

4. Recognition – NORCOM Food Drive

5. Action Items A. Consent Calendar

1) Minutes from 09/13/2013 Governing Board meeting 2) September Accounts Payable Approval Report

6. Old Business

A. ICRM & ASA Update

B. ASA Detailed Cost and Phasing Analysis

C. Brief on RFP for Rate Study

D. Report on King County Radio Site Lease Negotiations & FCC Licensing

7. New Business

8. Staff Reports

A. Executive Director (Tom Orr)

B. Deputy Director (Mike Mandella)

C. Professional Standards & Development (Sheryl Mullen)

D. Human Resources (Susan Beisheim)

E. Finance (Gwen Pilo)

F. Interim Technology (Karen Furuya)

G. ICRM Program Manager (Jerry Holcombe)

9. Committee Reports

A. Joint Operating Board (Bill Archer)

B. Finance Committee (Tracey Dunlap)

C. Strategic Planning Committee (Rich Conrad)

D. IT Committee (Mike Kaser)

10. Executive Session

The Governing Board will hold an Executive Session pursuant to RCW 42.30.110(1)(i) to discuss with legal counsel representing the agency matters relating to agency enforcement actions, or to discuss with legal counsel representing the agency litigation or potential litigation to which the agency, the governing body, or a member acting in an official capacity is, or is likely to become, a party, when public knowledge regarding the discussion is likely to result in an adverse legal or financial consequence to the agency. The Executive Session is expected to last one hour.

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Meeting Minutes NORCOM Governing Board City of Bellevue, Room 1E-112 September 13, 2013

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Governing Board Reps Present: Linda Pillo, Jim Roepke, Kurt Triplett, Rich Conrad, Bob Larson, Lee Soptich, Chris Connor, Jim Torpin, Dave Jones, and Greg Ahearn.

1. Call to Order The NORCOM Governing Board was called to order by Chris Connor, Governing Board Chair, at 9:00 a.m. on August 9, 2013.

2. Roll Call Roll was called and a quorum established.

3. Open Communications from the Public None.

5. Action Items A. Consent Agenda Kurt Triplett made a motion to approve the items on the Consent Agenda. Items included on the Consent Agenda were: Minutes from the August 9th, 2013 Governing Board Meeting, and Voucher Approval for August 1st through August 31st, 2013;

Accounts Payable total: $1,109,152.41 Motion carried.

5. Old Business A. ICRM & ASA Update Jerry Holcombe discussed: Tom Orr and Steve DiJulio will cover the dispute resolution update in the Executive Session. Pending the Fire Stakeholder group meeting to prioritize fire related projects; it is likely that fire mobile is the first priority. There will be demonstrations of mobile products from Interact, TriTech and NWS. Zoll’s mobile product is RMS based and unlikely to meet our current needs. The vendors have strict guidelines to follow in their presentations, to allow for an objective comparison of software functionality. Discussion ensued regarding how these vendors were selected and what would be needed for an RFP. Tom Orr discussed: Zoll RMS is used by 12 of our fire agencies and an upgrade is due soon. Most agencies support Zoll themselves, but NORCOM may host this system in the future. It would be a four to five day project for NORCOM to take this over. Some agencies are having difficulty with Zoll needing specific SQL servers to function properly. Discussion ensued regarding how to determine the priority of this project. Jerry Holcombe discussed: SP2.4 will go into production next week and SP2.5 will have a target production date in early November. There are near daily occurrences of CAD slowdowns, but not a lot of white screen issues since SP 2.3. An important logging capability was disabled when that went into production. This does not allow us to provide a lot of information when providing issues to NWS. Discussion ensued regarding the number of P1 and P2 issues remaining, and how to regain logging capabilities. Resolving P3 and P4 issues will likely require a larger build such as 10.1 or 10.2. We were not able to obtain early adopter for either of those builds, but we will continue trying and will install 10.1 when it goes to general availability release. SNOCOM found over 50

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go-live issues with 10.1, and are targeting a June 2014 release. Discussion ensued regarding testing and what parts of the software contain the most issues. The Joint Operating Board adopted the new organization chart for the ICRM program and defined the make-up of the stakeholder groups, and will organize the project priorities that come out of those groups. The representatives from finance, technology and King County will be advisory members on the Stakeholder groups. Non-ICRM technology projects will also be considered by the Stakeholder groups. Discussion ensued regarding the roles of the technology and finance committees within these groups, and how Zone 1 and other groups influence project decisions. There was also discussion on making the program manager position permanent by the end of 2014. The fire stakeholder group includes: David Burke, Wes Collins, Mike Eisner, Joe Sanford, Tom Orr, Karen Furuya, Steve Eastham, Stacie Martyn and Michelle Plorde, or their designates. The police stakeholder group includes Linda Pillo, Bill Archer, Eric Olson, Mark Thomas, Ed Holmes, Tom Orr, Karen Furuya, Dave Kelly and Hiedi Popochok, or their designates. Next steps include considering removal of the ‘provisional’ designation of the approval of the ICRM structure; expand the scope of the stakeholder groups to include prioritization of non-ICRM projects; schedule initial meetings; preparing prioritized lists to present at the Joint Operating Board, who will merge the lists and present the final version, targeting the November Governing Board meeting. Neville Wallace may facilitate the first stakeholder meetings. B. Next Steps Cost Analysis Phase 1 Report Rob Martin discussed: an overview of the Alternative Strategies Analysis next steps cost analysis. The ICRM program has transitioned from a unified to a composite solution, which makes it more complex. A tool is being developed to help analyze the various options to optimize cost and effort. This tool is a spreadsheet that can be updated as the project progresses with new information and options, and will help to show timing of projects and each potential project’s cost over time. Victor Lohr has been gathering collecting and analyzing relevant information to start filling in the tool. The spreadsheet includes a cost catalogue and activity catalogue to minimize repetition. The baseline projection is the defined budget and resources that is common across all the projections. It has room to document confidence level and varying assumptions. It can be applied to non-ICRM projects as well. Discussion ensued regarding who would be primarily using the tool, and the index rate. Priorities constrain what needs to be analyzed and planning constraints will impact potential implementations. Good interoperability and interfaces between many solutions have been found so far. The next steps include engaging with stakeholder groups and to continue to estimate and develop projections. C. Resolution 60 – PSAP Consolidation – Designation of Representative Chris Connor discussed: King County may change the way they distribute funding, and conducted a study with GeoComm. Most were unhappy with the resulting report and committees were formed to discuss next steps. A governance committee will create a new document with a recommendation to King County in regards to PSAP consolidation.

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Kurt Triplett was named as a good candidate to join this committee. Discussion ensued regarding the overlap with projects involving EPSCA and the next generation radio system. Linda Pillo made a motion to approve Resolution 60 and recommend Kurt Triplett as the representative for the King County governance committee. Motion passed.

6. New Business A. Resolution 58 – Community Connectivity Consortium Application Tom Orr discussed: Lora Ueland from Valley Com and George McBride from the Consortium gave an overview of the initiative to build a fiber optic network around Lake Washington, which would also connect PSAPS in King County. Bellevue, Redmond and Kirkland are all partners in the Consortium. All groups pay what they can to join and NORCOM’s first payment would be $1,000, due in 2014. This network will help support next gen 911. Rich Conrad made a motion to approve Resolution 58 and join the Community Connectivity Consortium. Motion passed. B. Resolution 59 – OBS Contract Extension for Alternative Strategies Assessment Tom Orr discussed: This contract amendment extends the Online Business Systems contract through 2014 and includes the extra expense for Rob Martin’s services. The costs in 2014 were already approved through the budget process and the extra expense for 2013 is covered by found money from the operating fund. Discussion ensued regarding where the extra funding was found. Kurt Triplett made a motion to approve Resolution 59 and extend the OBS contract. Motion approved.

7. Staff Reports Individual staff reports from NORCOM staff were included in the Board packet. Chair Connor asked if Board members had any questions regarding the reports or if NORCOM staff had anything further to contribute. Tom Orr discussed: some agencies have requested an upgrade to the pagers to include lat/long. This project will go through the new process involving the fire stakeholder group for prioritization. Discussion ensued regarding the improvements in staffing.

8. Committee Reports: A. Joint Operating Board No update. B. Finance Committee Tracey Dunlap discussed: an overview of the direction of the user fee policy discussion, resulting from the Advance. The Governing Board needs to look at policies relating to user fees and how they are calculated and use that information to scope questions for an RFP for a rate study. The original model, according to number of positions was split 60/40, to fire and police. The current model is a 50/50 rate split between police and fire. Currently fire receives a slight benefit to this arrangement, with smoothing. Smoothing runs out in 2016 and staffing levels have changed. Any changes to the user fees need to be approved by a supermajority, which includes a majority vote and a weighted vote based on the proportion of the total user fees paid by each agency. Things to consider

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include: the critical success factors for the fee structure, sustainability, predictability, understandability, equity, and administrative ease. Discussion ensued regarding avoiding large variances in user fees between quarters and years, and sustainability over the next five to seven years. There also need to be considerations to the various costs including: operations, call taking, dispatching, service specific costs, technology support, legal, administrative, and capital costs. The call for service definition may need to be revisited. The potential impacts of agencies joining and leaving must also be considered as well as NORCOM’s physical and operational capacity. Most of this data can be provided by NORCOM and the consultant can assess and recommend objective policies. An RFP will be developed and a draft ready for the next Governing Board meeting. Discussion ensued regarding the board’s general agreement for Tracey’s report. Kurt Triplett made a motion to authorize an RFP to evaluate rate alternatives based on Tracey’s presentation. Motion passed. C. Strategic Planning Committee No discussion. D. IT Committee No discussion.

9. Executive Session – Litigation & Personnel An Executive Session was held to discuss litigation pursuant to RCW 42.30.110(1)(i) and to discuss personnel pursuant to RCW 42.30.110(1)(g). The one hour session began at 11:08 am after a three minute recess and concluded at 12:08, at which point the meeting adjourned.

Approved by: _________________________________________________ Chair Attest: ___________________________________________ Secretary

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North East King County Regional Public Safety Communication Agency (NORCOM) User Fee Policy Review and Analysis

Request for Proposal

October 11, 2013 Introduction The North East King County Regional Public Safety Communication Agency (NORCOM) is soliciting proposals from consultants to provide a third party review of the user fee formula and selected alternatives and provide policy input for consideration by the Governing Board. NORCOM staff will provide the cost and allocation factor information for use by the consultant and will be available to provide analytical support to evaluate alternatives. The Governing Board has identified the following critical success factors for the fee structure: sustainability, predictability, understandability, equity, and administrative ease. Requirements NORCOM’s operating principles and user fee formula were established through a deliberative process among all the member agencies over a several year period, based in part on the Business & Services Plan available on NORCOM’s website, www.norcom.org. The current user fee formula went into effect when NORCOM became operational in mid-2009 and has been modified slightly to change the treatment of Advanced Life Support (ALS) calls. The NORCOM interlocal agreement and related resolutions are available on NORCOM’s website. Since that time, a number of questions have been identified related to the user fee formula and whether it should be modified. The Governing Board had a policy discussion on September 13 to focus the scope of the evaluation. The consultant will be expected to evaluate the following policy questions:

• How do alternatives rank on the following critical success factors for the fee

structure: sustainability, predictability, understandability, equity, administrative ease.

• The potential cost centers and allocation factors in the table that follows have been

identified by the Governing Board for evaluation. Should these additional factors be recognized in the user fee structure and, if so, how?

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User Fee Policy Review and Analysis Request for Proposal

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• Does the current “call for service” definition need to be revisited? Is there a role for all call-related data? Is data readily available to support any changes?

General Scope of Work Two to three alternatives should be generated and evaluated in terms of the pros and cons related to the critical success factors and how they would impact the following:

• Potential cost shifts between Police and Fire/EMS of revised cost centers and/or allocations,

• Potential cost shifts among agencies related to changes to calls for service definition or adding additional call measures,

• Potential impacts if participants join or leave, based on NORCOM’s “capacity” to serve new agencies,

• Whether and how subscriber fees could be adjusted to reflect contributed services by those agencies,

• Impacts of alternatives on the biennial budget cycles of some member agencies, • Impacts of “Bellevue Smoothing” phase out in mid-2016.

In addition, developing comparisons to methods used by other regional dispatch agencies in the area may be proposed as an optional task, if the consultant identifies that the information will help inform the Governing Board deliberations.

Potential Cost Pool Options Potential Cost Driver OptionsOperating

Call TakingCalls answered - can we distinguish between Police and Fire or among agencies?

DispatchConsoles/dedicated positions, then allocated to agencies on calls per service (as defined in ILA)

Service Specific Direct CostsDirectly assign to Police and Fire or allocated on set percentage

IT SupportVarious measures based on draft Service Level Agreement (SLA)

Legal Costs Options include services provided, 50/50, other?Service Specific Direct Costs Directly assign to Police and Fire

Administrative CostsOptions include weighted average of direct costs, set percentage, indirect cost allocation plan

Others?Capital

TechnologyOptions include system-specific, set percentage, or other measures (perhaps related to SLA)

Non-IT Capital (Facilities, etc.) Sq. footage occupied by service, set percentage

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Authorization on whether or not to proceed on each task will be provided by NORCOM depending on NORCOM’s requirements and advice provided by the selected vendor. Significant Proposal Evaluation Factors NORCOM will evaluate proposals from vendors using the following evaluation factors and weighting factors. Note that shortlist interviews will only be conducted if the selection committee deems it necessary; otherwise, selection will be make on the proposal factors.

Weighting % Significant Evaluation Factor Proposal

25 Firm experience and expertise in evaluating user fees 15 Familiarity and experience with emergency dispatch services 15 Qualifications of proposed team members 10 Capacity to Complete the work within the requested timeframe 10 References

Interview (if necessary) 25 Shortlist Interview

Proposal Requirements To be responsive to this solicitation, proposals must conform to the procedures, format, and content requirements outlined below. Proposals not meeting these requirements may be considered non-responsive and disqualified.

A) No more than 3 pages describing technical approach B) No more than 2 pages describing project management approach C) No more than 5 pages describing experience with similar projects and references,

names and descriptions of key team members assigned to the project D) 1 page cost proposal (including cost of subcontractors, if any)

Note – Number of pages is based on printed pages. A sheet of paper with printing on both sides is 2 pages.

Submit 3 copies of the proposal with each copy bound as a single package. Digital copy in .pdf format is acceptable in place of 3 paper copies. The submittal deadline is 3:00 PM PT, October 28, 2013 at NORCOM’s office. Responses shall be addressed / delivered as follows:

By US Mail By Hand Delivery or

Delivery Service NORCOM NORCOM Attn: Purchasing Manager Attn: Purchasing Manager PO Box 50911 450 110th Ave NE Floor Seven Bellevue, WA 98015-0911 Bellevue, WA 98004-5514

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The content of all proposals will be considered confidential to the extent allowed by law until an award is made. Requests for Additional Information All questions for additional information shall be made in writing to the following NORCOM contact, and must be received by 5:00 PM PT, October 18, 2013. No phone calls please.

NORCOM NORCOM User Fee Policy Review and Analysis Attn: Purchasing Manager PO Box 50911 Bellevue, WA 98015-0911 [email protected]

Copies of the questions and answers will be published at NORCOM’s website www.norcom.org by close of business on October 22, 2013 and emailed to all prospective respondents who advised NORCOM’s Purchasing Manager that they wish to receive additional information. Project Schedule Milestones

Tasks Estimated Date General statement for proposal available October 11, 2013 Written questions for additional information due to NORCOM October 18, 2013 Written questions and answers provided by NORCOM October 22, 2013 Proposal due to NORCOM October 28, 2013 Notification of selected firm/team (dependent on whether interviews are conducted)

No later than November 29, 2013

Contract award December 13, 2013 Work begins December 16, 2013 Project Completion February 28, 2014

NORCOM may award individual tasks or the entire project to the firm/team that appears best qualified to accomplish this work in the required interval. The project budget has been established at $20,000. Notification Each respondent will be notified as to acceptance or rejection of its proposal as described above at Project Schedule Milestones. NORCOM may delay accepting and rejecting proposals if it is deemed to be in the best interest of NORCOM.

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mailto:[email protected]

http://www.norcom.org/

Governing Board

Executive Director Report Page 1 of 3

MEMORANDUM To: Governing Board

From: Tom Orr, Executive Director

Date: October 7, 2013

Subject: General Update – Governing Board Meeting – October 11, 2013

1. New World Contract NORCOM and NWS have continued with discussions since the last board meeting. Additional detail will be provided during Executive Session.

2. Zoll RMS Upgrade NORCOM will be participating in and supporting the ZOLL Fire RMS upgrade planned for October 15. As part of the upgrade, NORCOM will assume responsibility for hosting the Zoll RMS databases for Duvall, Skykomish and Bellevue. Each of those agencies will pay the maintenance fees associated with the upgrade. This upgrade is an interim step designed to address the immediate needs of a number of agencies that were at “end of life” with respect to Zoll servers. Going forward, the Fire Stakeholder group will work closely with Fire Agencies on a strategic decision for a future Fire RMS system.

3. Shoreline contract to provide fire service to Woodway in Snohomish County: Shoreline Fire is in negotiations to assume primary responsibility for fire service to the Township of Woodway in Snohomish County beginning January, 2014. Woodway is currently served by Snohomish Fire District 1. Woodway currently receives both police and fire dispatch from SNOCOM. It is not possible to route 911 calls from an area according to whether the calls are police or fire, i.e., only one dispatch center can be the primary PSAP with respect to receiving 911 calls. With the January 1 change in contract, Woodway intends to continue having 911 calls route to SNOCOM primarily because of the need for prompt dispatch of police calls to the Snohomish County Sheriff. This creates a need for SNOCOM and NORCOM to coordinate with respect to Shoreline Fire dispatch. This situation is not that different from the current situation as Shoreline currently provides regular mutual aid response to Woodway. On October 4, representatives from Woodway, Shoreline Fire, SNOCOM and NORCOM met to discuss process and procedures to assure efficient handling of calls for service and tracking of resources. The group meeting was amicable and resulted in a proposed plan for moving forward. A working group has been formed to work through all details, develop a briefing document, and prepare a Memorandum of Understanding that will memorialize a standard operating procedure.

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4. Supervisor Selection Process There is one supervisor position vacant as a result of the decision by recent to return to a Telecommunicator position for personal reasons. NORCOM recently held a promotional preparation workshop. The workshop was well attended. In view of the large interest and the fact that many others are now eligible to test for the supervisor position, NORCOM made the decision to conduct another promotional process. The process used last time was received widely as fair and objective. NORCOM will follow a similar model but with one addition. The addition will be a written examination based on some select SOPs and other important NORCOM documents. We are now in the process of developing and validating the written questions. Our plan is to announce study materials well ahead of the actual examination to allow sufficient preparation time for all of those who are interested. Our goal is to complete the process in December if at all possible. We hope this will allow us to get a new supervisor in place as close to January 1 as possible.

5. NORCOM Organizational Changes NORCOM’s ongoing review of its organization structure has resulted in two initiatives designed to assure that NORCOM provides high performance as efficiently as possible: 1. Interim Deputy Director / Interim Operations Manager: PSAPs of NORCOM’s size and scope

often have Deputy Directors that serve to manage operations and work closely with the Director. For example, the major PSAPs in Thurston and Pierce County have such positions. NORCOM has been working on a similar model here for the last nine months and it has proven quite effective. As a result, NORCOM has eliminated the Operations Manager position and replaced it with a permanent Deputy Director position. Mike Mandella will continue to fill the Deputy Director position at this time and will take over responsibility for the duties of the Operations Manager. Sheryl Mullen who served admirably as the Interim Operations Manager will revert back to a re-defined and re-scoped PSD position that will include responsibility for Accreditation, Facilities, Continuity of Operations, and Performance Analysis and Reporting.

2. Interim Technology Manager: Since the departure of Mark Nelson in 2012, Karen Furuya has

been serving admirably as the Interim Technology Manager. Karen has performed in outstanding fashion to help lead us through many of the challenges we faced with our ICRM system. Now that we have a brief pause in the pace of ICRM demands, it is time to begin the process to select a permanent Technology Manager. A position announcement for this position will be released Friday, October 11 (copy to be provided at the Governing Board meeting).

6. Supervisor Labor Contract

Negotiations regarding the supervisor contract are nearly complete and it is anticipated that the Board will receive a contract for approval consideration at the November Governing Board meeting.

7. Employee Survey Agreement Dynamics completed the follow up employee survey to the survey conducted in 2012. Agreement Dynamics will need several weeks to analyze the responses. Agreement Dynamics did report an outstanding 81% response rate, and that overall the responses were favorable and

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indicative of significant progress in workplace culture. NORCOM plans for a more detailed report at the November Governing Board meeting.

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North East King County Regional Public Safety Communications Agency P.O. Box 50911 • Bellevue, WA 98015-0911 • Phone 425-577-5700

MEMORANDUM TO: Governing Board FROM: Mike Mandella, Deputy Director (Interim) DATE: October 11, 2013 SUBJECT: General Update – Governing Board Meeting – October 11, 2013

1. Alpha-Paging System Site Assessments

ADCOMM Engineering concluded their site assessments of the Alpha Paging sites and has made several recommendations. The more immediate recommendations include antenna replacement at Harborview Medical Center, installation of a poly-phaser (coaxial cable lightning protector) at the cable entry point at the Horizon Heights and Rattlesnake Mountain sites, and the installation of circuit breaker at or near the battery plant at the Squak Mountain site. ADCOMM Engineering also provided a maintenance summary that includes a suggested preventive maintenance schedule as well as recommended work tasks for each of the sites. The complete report also includes: a list of each component piece of the alpha-paging system at each location, including photographs and drawings; an assessment of the operational ability of the component pieces; a diagnostic assessment of the antenna system at each location; and the estimated time of available serviceable life for each component at each location given its current operating environment. Next steps will involve development of a time-based PM rotational schedule and preparation of the budget requirements for replacement parts and installation.

2. Sobieski Transmitter Site

ADCOMM Engineering and NORCOM staff will meet and discuss a scope of work that will provide for the replacement of the antenna located on Sobieski, as well as other minor adjustments to the “system” to maximize performance at that site. Additionally, ADCOMM will facilitate the application process for the issuance of an FCC license for this site. Arrangements for the execution of a lease agreement for Sobieski are underway, facilitated by the Pacifica Law Group, who has been working with King County for the past several months on leases for all the other transmitter sites.

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North East King County Regional Public Safety Communications Agency P.O. Box 50911 • Bellevue, WA 98015-0911 • Phone 425-577-5700

3. Relocation to Redmond Back-Up Center The replacement of the emergency generator switch gear at the Bellevue City Hall location will require NORCOM to utilize the Redmond back-up facility for four (4) days. The city’s contractors plan to work the weekend of Veteran’s Day, beginning Friday, November 8, at 1700. The work throughout the weekend will involve the generator power to City Hall, and testing the switching between primary power and generator power. During this work, if primary power is disrupted from PSE, and the generator controls are being worked on, the system would switch to UPS power. Current UPS duration is ~45 minutes; not long enough in a worst case scenario. Additionally, this work also requires that the building HVAC is taken out of service, creating another reason to use the back-up center. Staff is scheduled to return to the city hall location early Tuesday morning, November 12.

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Professional Standards & Development Report Page 1 of 1

North East King County Regional Public Safety Communications Agency PO Box 50911 • Bellevue, WA 98015-0911 • phone 425-577-5700 • FAX 425-577-5701

www.norcom.org


From: Sheryl Mullen, Professional Standards & Development Manager

Date: OCTOBER 4, 2013

Subject: Operations Update

UPDATES:

� PERFORMANCE MEASUREMENT distributed

� CCMA Phone Reboot – NORCOM 911 and 7 digit emergency call receiving operated out of the back-up center in Redmond for a two hour period (9/17/13 2300-0100) to allow for needed work to be done. Dispatch continued from NORCOM. No problem associated with this transition.

� Smart911 –No change. Technology not yet implemented at NORCOM. Project is continuing. NORCOM has drafted SOP updates which will provide guidance to employees once the system is installed and available in NORCOM’s dispatch area. Training will be done near to the date the system is available. Discussion about possible access for NORCOM personnel to existing profiles through a report viewer.

� ADCOMM Electrical Project: NORCOM operated out of the back-up center August 26-28. ADCOMM engineering completed their work along with Qwest and NORCOM’s Tech Team. Great work done by all in getting the room back in shape and to the Telecommunicators/Supervisors & field personnel for their patience while we were at the back-up center.

� City of Bellevue Generator Switch Work and Fire Alarm Testing will require a multiple day move to the backup center. November 8 – 12, 2013. Transition Planning is under way.

� Participating in Preliminary Interviews for Telecommunicators.

� PATCH BOARD – NORCOM is creating a patch board and would like to include all of our participating agencies. We are still in need of patches for Snoqualmie Pass & City of Snoqualmie. NORCOM has an agency patch which we will trade with you, if you wish.

� Picture Board – NORCOM is in the process of compiling photos of all team members. The board will be displayed in the NORCOM hallway. It is anticipated that this will be completed by the end of October.

� Participating in EOC and COOP training.

� Should you have questions or suggestions, please contact me at phone 425-577-5676, or email [email protected].

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Performance Measurement Data – September 30, 2013 Prepared by: Sheryl Mullen, Professional Standards & Development Manager

[email protected] 425-577-5676

NORCOM Performance Measurement Data

September 30, 2013

The following performance data is included with this report:

Training by Position

Training by Number of Positions

Training & Vacancies

911 Call Answer Standards

2013 Answer Time, Process Time, Agent Occupancy Rate

CAD Calls by Year

Fire CAD Incidents to Date AND Call to Dispatch Times

Police CAD Incidents to Date AND Call to Dispatch Times

Police & Fire Incidents by Call Origination Method

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TRAINING UPDATE

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Number & Percent of Telecommunicators Trained on Number of Positions

Fully Trained on All Positions (72%)

Trained on 2 Positions (8%)

Trained on 1 Position (12%)

Trained on 0 Positions- Call Receiving Academy (10%)

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Number of Telecommunicators September 30, 2013

Released as Call Receiver, Police & Fire Dispatcher (fully trained)

Released as Call Receiver & Police Dispatcher

Released as Call Receiver & Fire Dispatcher

Trained as Call Receiver Only

Training - Not released to work a position

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NORCOM - Training Status and Vacant Positions

Authorized number of FTEs is now 60. NORCOM has been continuing to work to hire and train new employees in call receiving (academy is in aqua, one-on-one call receiving training is in purple, and released to work as a call receiver is in green). As they move to radio positions, you will see them change to being released in 2 positions (red) or fully trained (dark blue). Vacancies are shown as the orange part of the chart.

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King County 911 Call Answering Standard

Standard: 90% of 9-1-1 telephone calls will be answered within 10 seconds or less during each hour of a calendar quarter. This graph represents the % of incoming 911 calls that were answered within the 10 second threshold for each quarter.

Monthly 911 Calls 474 Most 911 Calls received in a day (September September 20, 2013) 313 Fewest 911 Calls received in a day (September 22, 2013)

414 Average Number of 911 Calls received per day September 2013

869 Average Number of all calls per day in September 2013 (Includes 911 calls) 12,409 Total number of 911 calls received in September 2013 26,066 Total number of all calls received in September 2013 (Includes 911 calls)

98.15% 98.58% 98.44%

95.55%

84.00%

86.00%

88.00%

90.00%

92.00%

94.00%

96.00%

98.00%

100.00%

Quarter 1 Quarter 2 Quarter 3 Quarter 4

2011

2012

2013

Standard (90%)

28




2013 Answer Time, Process Time, Agent Occupancy Rate

AVG 911 Answer Time

AVG 911 Process Time (mins)

Total 911 Process Time (mins) Agent Occupancy Rate

JANUARY 0:00:04 0:02:20 466:18:59 62.68% FEBRUARY 0:00:04 0:02:20 423:15:00 62.98% MARCH 0:00:04 0:02:15 443:43:29 59.64% APRIL 0:00:04 0:02:25 482:10:14 66.97% MAY 0:00:04 0:02:27 540:43:12 72.68% JUNE 0:00:04 0:02:25 545:29:13 75.76% JULY 0:00:04 0:02:13 542:21:13 72.90% AUGUST 0:00:04 0:02:17 472:23:40 65.61% SEPTEMBER OCTOBER NOVEMBER DECEMBER Totals 0:02:20 3916:25:00 67.40% Average 911 Answer Time: time it took in seconds from the moment the call is presented to the PBX for queuing until the call was picked up by the Call Receiver (King County 911 assumes a 3 second window before NORCOM can physically answer the call)

Average 911 Process Time: time in seconds from the moment the ANI is detected and the query for ALI begins to the moment the CR hangs up (including answer time, call taker answer time, hold time, and talk time.

Total 911 Process Time: sum in seconds of total 911 process time Agent Occupancy Rate: percent of time in month when call receivers were physically processing 911 calls (does not include 7 digit emergency, business, or outgoing calls)

29




2013 NORCOM Phone Actions Calls Dispatched & Field

Actions **

911 Calls

911 Answer %

7 digit EMER

Secondary Queue Business

Fire Calls DPd

PD Calls

Traffic Stops

Officer Initiated Incidents

January 11985 99.06% 6322 2734 1803 5067 7279 4008 257 February 10838 99.11% 5805 2449 1556 3995 6692 3584 211 March 11794 99.19% 6230 2625 n/a 4586 7210 3541 194 April 11929 99.44% 6094 2630 n/a 3846 7284 3206 251 May 13171 99.06% 7085 2958 n/a 4882 7957 3037 218 June 13511 98.47% 7250 3024 n/a 4776 8045 3156 236 July 14667 98.83% 8099 3344 n/a 5137 6606 3180 274 August 12889 97.72% 7437 2886 n/a 5142 6393 3064 236 September 12409 98.89% 7460 2677 n/a 4788 6044 2351 179 October November December Totals 113193 98.86% 61782 25327 3359 42219 63510 29127 2056 94693

911 Calls = Landline, Wireless, & VoIP Calls on 911 911 Answer % = % of hours 911 calls were answered 90% of the time within 10 seconds 7 digit EMER = 425-577-5656 (alarm companies, transfers from agency phones, public safety agencies) Secondary Queue = Calls have come in as 911 or 7 digit EMER, been screened, determined to be non-emergency, and transferred to the secondary queue Business = 425-577-5600 (officers, family members, etc) n/a = Information temporarily unavailable Fire Calls DPd = Priority 0-5 calls with a unit assigned PD Calls = All calls in CAD with unit assigned excluding TS & Officer Initiated Traffic Stops - field initiated, included NORCOM involvement

Officer Initiated = Traffic Stops via MDC (not called out & no NORCOM action needed) and all other field initiated calls

** Test calls, cancelled calls, and calls with no unit dispatched are not reflected (not billable calls for service)

30




CAD Calls by Year Updated 09/30/2013

2010 2011 2012

Total Calls (3 years)

3 Year Average of Police

Calls

3 Year Average of

All Calls (P/F)

2013 To

Date

2013 % of police calls to

date Bellevue PD 64425 73673 54113 192211 45.96% 32.87% 40517 42.38% Clyde Hill PD 3073 2880 2829 8782 2.10% 1.50% 2141 2.24% Kirkland PD 44863 62925 63787 171575 41.03% 29.34% 41660 43.57% Medina PD 2434 2034 3670 8138 1.95% 1.39% 3138 3.28% Mercer Island PD 11705 13035 12745 37485 8.96% 6.41% 8154 8.53% Police Totals ** 126500 154547 137144 418191 100.00% 71.50% 95610 100.00% ** Police Calls include only calls with a unit dispatched on them

2010 2011 2012

Total Calls (3 years)

3 Year Average of Fire Calls

3 Year Average of All Calls (P/F)

2013 To

Date

2013 % of fire calls to date

Bellevue Fire 13141 12652 13357 39150 23.49% 6.69% 9993 23.67% Bothell Fire 4456 4243 4513 13212 7.93% 2.26% 3477 8.24% Duvall Fire 801 739 776 2316 1.39% 0.40% 559 1.32% Eastside Fire 7943 7661 8127 23731 14.24% 4.06% 6114 14.48% Fall City Fire 480 416 505 1401 0.84% 0.24% 336 0.80% Kirkland Fire 6323 6510 6998 19831 11.90% 3.39% 5112 12.11% Mercer Island Fire 2242 2120 2153 6515 3.91% 1.11% 1520 3.60% Northshore Fire 2866 2514 2802 8182 4.91% 1.40% 2066 4.89% Redmond Fire 6598 6150 6342 19090 11.45% 3.26% 4676 11.08% Shoreline Fire 6730 6355 6769 19854 11.91% 3.39% 5034 11.92% Skykomish Fire 323 280 295 898 0.54% 0.15% 201 0.48% Snoqualmie Pass Fire 236 278 311 825 0.50% 0.14% 251 0.59% Snoqualmie Fire 801 778 802 2381 1.43% 0.41% 675 1.60% Woodinville Fire 3285 3019 2963 9267 5.56% 1.58% 2205 5.22% Fire Totals ** 56225 53715 56713 166653 100.00% 28.50% 42219 100.00% ** Fire Calls include only calls with a unit dispatched on them

This chart includes all calls entered into the CAD system with a unit dispatched on them (NOT calls for service by budget definition)

31




NORCOM Fire/EMS Call Received to Call Dispatch Statistics & Incident Counts

This report includes all priority 0, 1, 2, 3, and 4 fire/EMS incidents with a unit dispatched on them. Data is gathered based on the time the call is picked up to the time a unit is dispatched on the incident.

% of Fire/EMS Calls under 60 Seconds Call Received to Call Dispatched (Goal = 90%)

J F M A M J J A S O N D 2012 85% 86% 85% 83% 83% 87% 86% 86% 87% 84% 87% 88% 2013 88% 87% 88% 87% 87% 86% 87% 88% 88%

% of Fire/EMS Calls under 90 Seconds Call Received to Call Dispatched (Goal = 99%)

J F M A M J J A S O N D 2012 94% 95% 95% 93% 94% 96% 95% 95% 96% 94% 97% 96% 2013 96% 95% 96% 96% 95% 95% 95% 96% 96%

78% 80% 82% 84% 86% 88% 90% 92%

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

GOAL

2012

2013

90%

92%

94%

96%

98%

100%


GOAL

2012

2013

32




NORCOM Police Call Received to Call Dispatch Statistics & Call Counts

This report includes all calls with a unit dispatched on them with the exception of officer initiated (mobile) and radio initiated calls. Those incidents have been pulled from the reporting numbers because they do not accurately reflect call received to call dispatch times. In most cases, the unit was immediately dispatched on the incident (traffic incidents, on-views, etc).

Average Call to Dispatch Times (MM:SS) for Police P1 and P2 incidents (Goal = 60 Seconds)

All Police priority 1 and 2 calls are screened through NORCOMs Quality Assurance process. In addition, all calls over the 60 second threshold are reviewed to determine the circumstances which contributed to the apparent delay.

7 Incidents

J F M A M J J A S O N D 2011 1:22 1:26 1:28 1:33 :59 1:08 1:09 1:10 :59 1:27 1:11 :54 2012 :54 1:05 :58 1:05 1:05 1:08 1:12 1:05 :54 :55 :57 1:03 2013 1:00 :52 : 57 1:05 1:06 :53 :42 :51 :58

00:00

00:17

00:35

00:52

01:09

01:26

01:44


Goal

2011

2012

2013

33




Average Call to Dispatch Times (MM:SS) for Police P3 Incidents (Goal – 3 Mins)

Dispatch times on priority 3 police calls are frequently dependant on field units being available for dispatch. Calls of this type include traffic accidents, alarms, etc. Priority 3 calls are held until sufficient information is documented in the call to provide basic response information to field units. NORCOM continues to meet this performance standard.

1542 Incidents

J F M A M J J A S O N D 2011 1:57 2:02 2:00 1:51 1:47 1:57 1:47 1:55 1:55 2:32 1:33 1:44 2012 1:43 1:17 2:05 2:06 2:21 2:06 2:05 2:13 1:57 2:05 2:00 2:08 2013 2:09 1:55 1:50 2:00 1:53 2:10 1:51 1:51 2:16

00:00

00:43

01:26

02:10

02:53

03:36


GOAL

2011

2012

2013

34




Average Call to Dispatch Times (MM:SS) for Police P4 and P5 Incidents (Goal 60 Mins)

NORCOM is easily meeting the expectation of non-emergency calls being dispatched in 60 minutes or less from the time of the call.

2331 Incidents

J F M A M J J A S O N D 2011 15:12 14:26 16:18 13:52 14:32 16:07 16:50 17:41 17:40 22:47 14:44 16:53 2012 17:33 10:17 26:36 29:19 27:44 22:28 23:27 23:05 27:52 24:56 24:05 20:31 2013 25:33 17:40 16:54 17:24 18:54 18:41 18:21 16:47 18:37

00:00

07:12

14:24

21:36

28:48

36:00

43:12

50:24

57:36


GOAL

2011

2012

2013

35


Governing Board

Human Resources Report Page 1 of 5


From: Susan Beisheim, HR Manager

Date: 10/11/2013

Subject: Human Resources Business Unit Update

LABOR: NAG - 1 Active Grievance @ Step 1 PSEU – waiting for finalized proposed CBA

STAFFING LEVELS:

Telecommunicator- • Telecommunicator Recruitment re-opened the last week of July. • 10 applicants are successfully moving through the process

0

10

20

30

40

50

60

70

Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13

# of

Em

ploy

ees

Month

Retention Report-September 2013

Department Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Down

Administration (Authorized 11 FTE's)

11 11 11 11 11 11 11 11 11 0

Supervisors (Authorized 6 FTE's)

3 2 2 6 6 6 6 5 5 1

Technology (Authorized 9 FTE's)

6 8 7 8 8 8 8 9 9 0

Telecommunicator (*Authorized 60FTE's) 60 59 58 54 55 55 60 61 60 0

36

Governing Board


Below is a summary for Telecommunicator positions:

Telecommunicator Authorized FTE's vs. Actual FTE's Year Average Headcount Authorized FTE's % of Authorized FTE's 2009 55.66 66 84.34% 2010 58.16 69 84.29% 2011 59 72 81.94% 2012 58.39 72 (Jan-Mar)→ 70 (Apr-Dec) 81.09% → 83.41% 2013 58 60 96.66%

Overall Average 57.842 N/A 85.28%

As of July 22nd, NORCOM Operations - fully staffed

TURNOVER STATISTICS: * Includes Employees who were promoted as well as department transfers

Telecommunicator Workgroup

Calculating the Average Turnover Rate Year

2009 2010 2011 2012 2013

A total number of employees at the highest staffing level for that year 62 70 65 60 61

B Number of new hires that failed to complete the probationary period 5 11 17 4 2

C Number of experienced employees who left for any reason 4 18 4 10 6

D Turnover Rate (Turnover= B + C / A) 14.52% 41.43% 32.31% 23.33% 13.11%

E Retention Rate (Retention = 1-Turnover) x 100 85.48% 58.57% 67.69% 76.67% 86.89%

Telecommunicator-Monthly Turnover Rate

Calculating the Average Turnover Rate September 2013

A Total number of employees at the highest staffing level for that month 61

B Number of new hires that failed to complete the probationary period 1

C Number of experienced employees who left for any reason 0

D Turnover Rate (Turnover = B + C/A) 1.63%

E Retention Rate (Retention = 1- Turnover) x 100 98.37%

37

Governing Board


Monthly Breakdowns-Telecommunicator Workgroup Month # of VQ/Termed Month-end Staffing Levels Monthly Turnover Rate

Jan-13 1 60 1.67% Feb-13 1 59 1.69% Mar-13 1 58 1.72% Apr-13 3 54 7.40%

May-13 0 55 0.00% Jun-13 0 55 0.00% Jul-13 1 60 1.60%

Aug-13 0 61 0.00% Sep-13 1 60 1.6% Oct-13 Nov-13 Dec-13

TOTAL # of TC's Exited Org. 8 Highest Staffing Level in 2013 61.0 2013 Annual Turnover Rate 13.11%

HIRING & TESTING

During 2013 we hired or promoted for the following vacancies:

Position Vacancy Number Hired Members of Technical Staff 4 Temps- 2 Currently on Assignment Team Supervisor 4 Telecommunicators (CRA13) 13 Training Coordinator 1 Executive Assistant (title change) 1 Member of IT-Telephony 1

EXIT INTERVIEW DATA

Exit Interview Data Reason for Leaving 2009 2010 2011 2012 2013 *Pursue School 1 1 1 1 *Pursue Another Field 0 4 1 2 2 *Pursue Another Communications Center 2 1 1 1

1

*Working Conditions 1 1 0 2 *Stay at Home 0 1 1 2 *Moving 0 6 0 3 *Retired 0 0 0 2 1 *Family/Personal 0 1 1 1 Voluntary Quits 4 18 5 19 4 Terminations 5 11 17 4 Discontinuation of Training 2 Promotions 0 0 0 3 3

38

Governing Board


PERSONNEL ALLEGATIONS

2013 Personnel Allegations

Allegation Number Unfounded Exonerated Sustained Disposition Pending

Violation of Rules & Regulations 5 5

Unsatisfactory Job Performance 5 5

Total 10 10

*Details:

• Rules and Regulations: • Written – Personal Phone Calls • Suspension –ACCESS Violation • Verbal – Tardiness • Suspension – Conduct • Counseling - Tardiness

• Job Performance: • Counseling – Interactions with trainees • Verbal – Attention to detail; responder safety • Suspension – Inattention to duty • Verbal – Responder Safety/PIP for Responder Safety • Counseling - Addressing

STAFFING PLAN Staffing Plan: The purpose of the staffing plan is to ensure NORCOM has sufficient staff with the right skills and experience to keep workflow moving forward. Role Requirements: The following is a detailed breakdown of the roles required to optimize workflow.

2013

Position Business Unit

Estimated Start Date

Authorized FTE's

# to Fill

Information Technology Director

Technology December 2013 1 1

MTS Technology November 2013 9 1 Team Supervisor Operations January 2014 6 1 Telecommunicator 1 Operations November 4, 2013 60+2 1 Telecommunicator 2 Operations November 4, 2013 60+2 1 Telecommunicator 3 Operations November 4, 2013 60+2 1 Telecommunicator 4 Operations November 11, 2013 60+2 1 39

Governing Board


Explanation: • Information Technology Director: offsets the Interim Technology Director position • MTS: offsets the current temporary MTS position • Team Supervisor position 1: offsets for one Team Supervisor who has returned to the

floor • Telecommunicator position 1: offsets for one Telecommunicator who is anticipated to

leave • Telecommunicator position 2: offsets the loss of one Trial Service Employee • Telecommunicator position 3 and 4: calls for two additional staff authorized over hire

2014 Position Business Unit

Estimated Start

Date Authorized FTE's

(60 +2) # to Fill

Telecommunicator 1 Operations March 2014 60+2 1 Telecommunicator 2 Operations June 2014 60+2 1 Telecommunicator 3 Operations September 2014 60+2 1 Telecommunicator 4 Operations December 2014 60+2 1 DISCUSSION ITEMS: N/A Should you have questions or suggestions, please contact me at phone 425-577-5674, or email [email protected].

40

Governing Board Finance Report

Page 1 of 1


www.norcom.org


From: Gwen Pilo, Finance Manager


Subject: Finance Update – Governing Board Meeting October 11, 2013

UPDATES:

� September 2013 Financial Report – Attached Operating Fund –The Operating Expenditure target year to date is 75%. Currently we are

operating 5% under budget. If the New World SSMA payment were to be made we would be 3% under budget. Since this is NORCOM’s first year of budgeting by program, many of the budget numbers on the detail expenditure report are not tracking to the actual expenses. Budget to actual numbers will improve as we get used to the new way of budgeting and applying expenditures to the program they belong to.

Capital Projects Fund – $620,346 has been spent to date to support the ICRM project (legal services, OBS and SME’s).

� August 2013 Investment Portfolio – Attached � Internal Control Report for Accounts Payable – Attached

The report was discussed at the Finance Committee meeting. Tracey will address the resulting recommendations in her report from the Finance Committee.

Should you have questions or suggestions, please contact me at phone 425-577-5673, or email [email protected].

41


for Period Ending September 30, 2013

Amended Budget Actual*

% Collected/

Spent Amended Budget Actual*

% Collected/

Spent501 Operating Fund 504 Operating Expense Reserve

2013 Beginning Fund Balance 205$ 205$ 2013 Beginning Fund Balance 111,032$ 111,032$ Operating Revenue 9,790,770 9,700,180 99.07%Non-Operating Revenue 31,419 17,020 54.17% Investment Interest - 456 Transfers In 1,437,255 436,222 30.35% Transfers In - -

Revenue Collected 11,259,444 10,153,422 90.18% Revenue Collected - 456 Total Resources 11,259,649 10,153,627 Total Resources 111,032 111,488

Expenditures 10,740,449 7,374,527 68.66% Expenditures - - Transfers Out 519,200 519,200 100.00% Transfers Out - -

Total Expenditures 11,259,649 7,893,727 70.11% 75% Total Expenditures - - Available Fund Balance - 2,259,900 Available Fund Balance 111,032 111,488

502 Capital Projects Fund 505 E-911 Escrow Trust2013 Beginning Fund Balance 851,068$ 851,068$ 2013 Beginning Fund Balance 1,284,362$ 1,284,362$

Investment Interest - 479 Operating Revenue 1,330,835 1,115,956 83.85%Transfers In 1,476,819 694,300 47.01% Investment Interest - 9,596

Revenue Collected 1,476,819 694,779 47.05% Revenue Collected 1,330,835 1,125,552 84.57%Total Resources 2,327,887 1,545,847 Total Resources 2,615,197 2,409,914

Expenditures 2,327,887 620,346 26.65% Expenditures - - Transfers Out - - Transfers Out 2,499,977 716,425 28.66%

Total Expenditures 2,327,887 620,346 26.65% Total Expenditures 2,499,977 716,425 28.66%Available Fund Balance - 925,501 Available Fund Balance 115,220 1,693,490

503 Equipment Replacement Reserve 506 Rate Stabilization Reserve2013 Beginning Fund Balance 1,024,291$ 1,024,291$ 2013 Beginning Fund Balance 760,000$ 760,000$

Investment Interest 4,800 2,731 56.90% Investment Interest - 961 Transfers In 445,000 445,000 100.00% Transfers In 280,203 280,203 100.00%

Revenue Collected 449,800 447,731 99.54% Revenue Collected 280,203 281,164 Total Resources 1,474,091 1,472,022 Total Resources 1,040,203 1,041,164

Expenditures 770,924 62,384 8.09% Expenditures - - Transfers Out - - Transfers Out 620,100 620,100 100.00%

Total Expenditures 770,924 62,384 8.09% Total Expenditures 620,100 620,100 100.00%Available Fund Balance 703,167 1,409,639 Available Fund Balance 420,103 421,064

*Includes Encumbrances

NORCOM Financial Summary

Target % of Budget for Period End

42

At September 30, 2013

Fund Description Budget Period Amt End Bal Uncollected % Collected501 Operating Fund

E-911-Reimbursements -$ -$ 3,597.32$ (3,597.32)$ 0.00%KC EMS Performance Standards 170,600.00$ 44,363.46$ 75,252.39$ 95,347.61$ 44.11%COBRA Payroll Tax Credit -$ -$ -$ -$ 0.00%Public Records Request Revenue -$ 160.00$ 1,159.60$ (1,159.60)$ 0.00%Principal Agency Revenue 9,035,245.00$ 1,986,254.50$ 9,035,246.00$ (1.00)$ 100.00%Subscriber Agency Revenue 545,114.00$ 388,930.00$ 545,114.00$ -$ 100.00%Subscriber Agency Fees 39,811.00$ 29,858.25$ 39,811.00$ -$ 100.00%Operating Revenue 9,790,770.00$ 2,449,566.21$ 9,700,180.31$ 90,589.69$ 99.07%

Investment Interest -$ -$ -$ -$ 0.00%Gains/Losses on Investments -$ -$ -$ -$ 0.00%Other Interest -$ -$ -$ -$ 0.00%Investment Revenue -$ -$ -$ -$ 0.00%

Contributions & Donations -$ -$ 41.00$ (41.00)$ 0.00%Sale of Other Assets -$ -$ 200.00$ (200.00)$ 0.00%Late Fees -$ -$ -$ -$ 0.00%Other Reimbursements -$ -$ 1,286.79$ (1,286.79)$ 0.00%Parking Reimbursements 31,419.00$ 1,711.22$ 15,149.09$ 16,269.91$ 48.22%Agency Reimbursements -$ 330.33$ 343.33$ (343.33)$ 0.00%Gain/Loss Sale Capital Assets -$ -$ -$ -$ 0.00%Capital Contributions -$ -$ -$ -$ 0.00%Non-Operating Revenue 31,419.00$ 2,041.55$ 17,020.21$ 14,398.79$ 54.17%

Transfers In 1,437,255.00$ -$ 436,221.59$ 1,001,033.41$ 30.35%Fund Transfers 1,437,255.00$ -$ 436,221.59$ 1,001,033.41$ 30.35%

501 Operating Fund 11,259,444.00$ 2,451,607.76$ 10,153,422.11$ 1,106,021.89$ 90.18%

502 Capital Projects FundPrincipal Agency Revenue -$ -$ -$ -$ 0.00%Operating Revenue -$ -$ -$ -$ 0.00%

Investment Interest -$ -$ 478.81$ (478.81)$ 0.00%Capital Contributions -$ -$ -$ -$ 0.00%Investment Revenue -$ -$ 478.81$ (478.81)$ 0.00%

Transfers In 1,476,819.00$ 74,200.00$ 694,300.00$ 782,519.00$ 47.01%Fund Transfers 1,476,819.00$ 74,200.00$ 694,300.00$ 782,519.00$ 47.01%

502 Capital Projects Fund 1,476,819.00$ 74,200.00$ 694,778.81$ 782,040.19$ 47.05%

503 Equipment Replacement ReserveInvestment Interest 4,800.00$ -$ 2,731.25$ 2,068.75$ 56.90%Gain/Loss on Investments -$ -$ -$ -$ 0.00%Other Interest -$ -$ 0.03$ (0.03)$ 0.00%Investment Revenue 4,800.00$ -$ 2,731.28$ 2,068.72$ 56.90%

Transfers In 445,000.00$ -$ 445,000.00$ -$ 100.00%Fund Transfers 445,000.00$ -$ 445,000.00$ -$ 100.00%

503 Equipment Replacement Reserve 449,800.00$ -$ 447,731.28$ 2,068.72$ 99.54%

504 Operating Expense ReserveInvestment Interest -$ -$ 456.00$ (456.00)$ 0.00%Investment Revenue -$ -$ 456.00$ (456.00)$ 0.00%

Transfers In -$ -$ -$ -$ 0.00%Fund Transfers -$ -$ -$ -$ 0.00%

504 Operating Expense Reserve -$ -$ 456.00$ (456.00)$ 0.00%

505 E-911 Escrow TrustE911-Reimbursements 646,915.00$ -$ 764,977.92$ (118,062.92)$ 118.25%Enhanced 911-Switched Access 460,084.00$ -$ 233,754.00$ 226,330.00$ 50.81%Enhanced 911-Radio Access 197,028.00$ -$ 103,748.00$ 93,280.00$ 52.66%Enhanced 911-VoIP 26,808.00$ -$ 13,476.00$ 13,332.00$ 50.27%Operating Revenue 1,330,835.00$ -$ 1,115,955.92$ 214,879.08$ 83.85%

Investment Interest -$ -$ 9,596.45$ (9,596.45)$ 0.00%Investment Revenue -$ -$ 9,596.45$ (9,596.45)$ 0.00%

505 E-911 Escrow Trust 1,330,835.00$ -$ 1,125,552.37$ 205,282.63$ 84.57%

506 Rate Stabilization ReserveInvestment Interest -$ -$ 961.09$ (961.09)$ 0.00%Investment Revenue -$ -$ 961.09$ (961.09)$ 0.00%

Transfers In 280,203.00$ -$ 280,203.00$ -$ 100.00%Fund Transfers 280,203.00$ -$ 280,203.00$ -$ 100.00%

506 Rate Stabilization Reserve 280,203.00$ -$ 281,164.09$ (961.09)$ 100.34%

Revenue Total 14,797,101.00$ 2,525,807.76$ 12,703,104.66$ 2,093,996.34$ 85.85%

Revenue Analysis

43

At September 30, 2013

Acct Type Description Budget Current Month Y-T-D Variance Encumbered Available % Available501 Operating FundE01 Personnel Services 8,237,391.00$ 653,850.10$ 5,658,404.19$ 2,578,986.81$ -$ 2,578,986.81$ 31.31%E02 Employee Services 59,135.00$ 4,038.60$ 44,208.09$ 14,926.91$ -$ 14,926.91$ 25.24%E03 Education 46,265.00$ 1,705.05$ 34,069.28$ 12,195.72$ -$ 12,195.72$ 26.36%E04 Recognition 3,500.00$ 55.95$ 4,549.79$ (1,049.79)$ -$ (1,049.79)$ -29.99%E05 General Govern Admin 1,228,924.00$ 67,670.44$ 866,596.77$ 362,327.23$ 122,165.03$ 240,162.20$ 19.54%E06 Legislative Activities 35,500.00$ 299.31$ 28,091.27$ 7,408.73$ -$ 7,408.73$ 20.87%E07 Recruitment & Hiring 40,822.00$ 3,956.05$ 28,112.15$ 12,709.85$ -$ 12,709.85$ 31.13%E20 Communications Room 311,495.00$ 1,539.02$ 158,741.92$ 152,753.08$ 26,544.00$ 126,209.08$ 40.52%E21 New Hire Academy 5,714.00$ 722.70$ 4,577.91$ 1,136.09$ -$ 1,136.09$ 19.88%E22 Continuity of Ops 100.00$ -$ 514.94$ (414.94)$ -$ (414.94)$ -414.94%E30 Police Services 436,539.00$ 26,649.00$ 85,750.86$ 350,788.14$ 3,722.60$ 347,065.54$ 79.50%E55 Fire Services 146,842.00$ 19,495.07$ 171,513.36$ (24,671.36)$ -$ (24,671.36)$ -16.80%E56 Fire & EMS Alerting Sys 100,726.00$ 371.78$ 64,772.05$ 35,953.95$ 14,000.00$ 21,953.95$ 21.80%E80 Backup Center 42,121.00$ 1,201.88$ 10,586.98$ 31,534.02$ 1,734.48$ 29,799.54$ 70.75%E85 Capital Contracts 45,375.00$ 18,108.57$ 45,871.80$ (496.80)$ -$ (496.80)$ -1.09%E99 Depreciation -$ -$ -$ -$ -$ -$ 0.00%T02 Fund Transfers 519,200.00$ 74,200.00$ 519,200.00$ -$ -$ -$ 0.00%501 Operating Fund 11,259,649.00$ 873,863.52$ 7,725,561.36$ 3,534,087.64$ 168,166.11$ 3,365,921.53$ 29.89%

502 Capital Projects FundE01 Personnel Services -$ -$ -$ -$ -$ -$ 0.00%E05 General Govern Admin 1,402,867.00$ 68,897.08$ 614,906.17$ 787,960.83$ -$ 787,960.83$ 56.17%E61 New World Contract 925,020.00$ -$ 5,440.00$ 919,581.00$ -$ 919,581.00$ 99.41%T02 Fund Transfers -$ -$ -$ -$ -$ -$ 0.00%502 Capital Projects Fund 2,327,887.00$ 68,897.08$ 620,346.17$ 1,707,541.83$ -$ 1,707,541.83$ 73.35%

503 Equipment Replacement ReserveE05 General Govern Admin 44,924.00$ 28.00$ 30,066.09$ 14,857.91$ 1,580.03$ 13,277.88$ 29.56%E20 Communications Room 656,000.00$ -$ 19,149.16$ 636,850.84$ -$ 636,850.84$ 97.08%E22 Continuity of Ops -$ -$ -$ -$ -$ -$ 0.00%E30 Police Services -$ -$ -$ -$ -$ -$ 0.00%E55 Fire Services -$ -$ -$ -$ -$ -$ 0.00%E56 Fire & EMS Alerting Sys 70,000.00$ -$ -$ 70,000.00$ -$ 70,000.00$ 100.00%E80 Backup Center -$ -$ 11,588.39$ (11,588.39)$ -$ (11,588.39)$ 0.00%T02 Fund Transfers -$ -$ -$ -$ -$ -$ 0.00%503 Equipment Replacement Reserve 770,924.00$ 28.00$ 60,803.64$ 710,120.36$ 1,580.03$ 708,540.33$ 91.91%

504 Operating Expense ReserveT02 Fund Transfers -$ -$ -$ -$ -$ -$ 0.00%504 Operating Expense Reserve -$ -$ -$ -$ -$ -$ 0.00%

505 E-911 Escrow TrustT02 Fund Transfers 2,499,977.00$ -$ 716,424.59$ 1,783,552.41$ -$ 1,783,552.41$ 71.34%505 E-911 Escrow Trust 2,499,977.00$ -$ 716,424.59$ 1,783,552.41$ -$ 1,783,552.41$ 71.34%

506 Rate Stabilization ReserveT02 Fund Transfers 620,100.00$ -$ 620,100.00$ -$ -$ -$ 0.00%506 Rate Stabilization Reserve 620,100.00$ -$ 620,100.00$ -$ -$ -$ 0.00%

Expense Total 17,478,537.00$ 942,788.60$ 9,743,235.76$ 7,735,302.24$ 169,746.14$ 7,565,556.10$ 43.28%

Expense vs Budget with Encumbrances by Acct Type

44

NORCOM Investment Report

Page 1

FNMA, GMA 3/17/2011 11/18/2013 5/18/2011 0.800% $300,000.00 298,424.10$ 300,402.60$

FHLMC 1/30/2012 1/30/2015 1/30/2014 0.650% $300,000.00 301,159.20$ 300,589.20$

FHLMC 12/18/2012 12/5/2016 12/5/2013 0.625% $250,000.00 250,535.75$ 246,282.75$ FNMA, GMA 8/15/2012 2/6/2017 0.90% $287,000.00 275,695.64$ 272,952.21$

$1,137,000.00 $1,125,814.69 $1,120,226.76

Current Year Unrealized gain (loss) ($5,587.93)

Principle Cost

Portfolio - by Issuer, Summary 013

Market ValueCall DatesDescription Date Acquired Maturity Interest Original Face

45

NORCOM Investment ReportInterst Bearing Bank Accounts

Page 2

Local Gov't Investment Pool 0.12300% 8/31/2013 $695.90 601,308.82$ E-9-1-1 Escrow Account 0.47342% 8/31/2013 $8,751.56 1,926,200.45$ US Bank Municipal Savings 0.0030% 8/31/2013 $0.03 3,931.28$

$2,531,440.55

NORCOMBank Accounts - by Depository, SummaryAugust 31, 2013

Description for Month EndingCurrent Interest

Rate BalanceInterest YTD

46

Governing Board Finance Report

Page 1 of 1


www.norcom.org


From: Gwen Pilo, Finance Manager


Subject: AP Internal Control Check – Finance Committee Recommendations

The Finance Committee met and discussed the AP Internal Control Check and the letter provided by Nancy Violante, City of Redmond, and Tom Broetje of Northshore Fire. The Finance Committee agrees with all the recommendations with the exception of the Executive Director signing the checks manually.

The Committee understands the importance of controls over the signing of checks. However, "some organizations, by virtue of their size, are not able to implement basic controls such as segregation of duties. In these cases, it is important that management institute compensating controls to cover for the lack of a basic control."

The Committee agrees that a compensating control requiring the Executive Secretary record check numbers issued, to insure all check numbers are accounted for, is a sufficient control to reduce the risk of loss.

The Finance Department has begun to initiate these recommendations.

47


TO: Gwen Pilo, NORCOM Finance Manager

FROM: Nancy Violante, Sr. Financial Analyst, City of Redmond

Thomas Broetje, Principal, CFO2GO

DATE: October 3, 2013

SUBJECT: Internal Control Review

This memorandum contains the results of our accountability review of the NORCOM payables,

disbursements, expenses, and internal control procedures conducted on September 25, 2013. The

review team evaluated accounts payable policies and procedures and internal controls for all

disbursements. We also determined whether NORCOM complied with state laws and

regulations and its own policies and procedures. The review was conducted at the NORCOM

offices in Bellevue City Hall with the Review Team and Gwen Pilo and Charlene Inman from

NORCOM in attendance.

In keeping with general auditing practices, we did not examine every transaction, activity or

area. Instead, the areas examined were those reflected in the internal control checklist approved

by the NORCOM Finance Committee.

The Review Team found no material deficiencies in NORCOM internal controls as defined by

the Internal Control Checklist, however we recommend the following:

1. Signed checks are not returned to the person preparing checks. Consider having the

Executive Secretary mail the checks after the Executive Director has performed his

review.

2. Monthly department reports are not affirmatively reviewed each month by the department

managers. They have access to the reports but there is no procedure in place to ensure

the review is done. Implement a procedure to document the reports are reviewed.

3. All checks are imprinted with a signature when the checks are prepared. There are no

other compensating controls over the use of the signature imprint. Due to the small

number of checks prepared we suggest the use of the imprinter be discontinued and the

Executive Director sign the checks manually. With the small staff there is no other

reasonable compensation control that can be implemented to offset this internal control

48

weakness. In addition, we recommend that a log of check numbers be kept by the

Executive Director or the Executive Secretary to insure that all checks are accounted for.

4. The Accounts Payable clerk has full authority to add new vendors. It is important that

Gwen review all disbursements prior to them being released and document the that

review was completed.

5. Credit cards are issued without the card holders signing an agreement in advance. This

should be corrected and they should be instructed to immediately report missing cards.

In addition, credit card holders should be getting their supervisor’s approval of

expenditures prior to submitting their reconciliation for payment.

6. A monthly reconciliation of the accounts payable sub-ledger to the accounts payable

account in the general ledger is recommended.

All other basic control procedures and segregation of duties are in place with adequate

compensating controls when needed. Policies and procedures exist and are followed by those

responsible for the duties outlined in the review.

If you have questions or need additional information, please contact me at 425.556.2162.

Sincerely,

Nancy Violante

Sr. Financial Analyst

City of Redmond

49

North East King County Regional Public Safety Communications Agency PO Box 50911 • Bellevue, WA 98015-0911 • phone 425-577-5700 • FAX 425-577-5701 • www.norcom.org


From: Karen Furuya, Interim Technology Manager


Subject: Technology Update

New World Systems Upgrade – Sept 17 NORCOM installed a hot-fix upgrade on September 17th. The upgrade targeted additional priority 1 and 2 issues. For issue statuses and other project details, please refer to the ICRM status report. Coplogic – The Desk Officer Online Reporting System (DORS) The Coplogic citizen form testing is completed. The project is now in the interface testing phase with testing on an interface from Coplogic to New World RMS. Bellevue PD will be splitting going live into two phases. The first phase, targeted for mid-October, will be the online reporting portion. The second phase will be interfacing into New World’s RMS. NORCOM, Kirkland PD and Bellevue PD continue to work with Coplogic and New World in resolving interface issues identified in testing. Zoll Upgrade NORCOM will be hosting Zoll RMS in a NORCOM environment for Bellevue, Duvall, Mercer Island, Snoqualmie and Skykomish. The remaining Zoll RMS agencies will conduct a simultaneous upgrade of their existing Zoll RMS systems. The simultaneous upgrade is on schedule for October 15, 2013. Project Prioritzaion Both ICRM and Non-ICRM project prioritization has started with the first Fire stakeholder group meeting on October 2nd and the Police stakeholder group meeting on October 9th. Those groups are responsible for identifying, prioritizing and providing oversight to Fire and Police ICRM projects as well as other IT projects that relate solely to their respective domains. Prioritization of projects will occur over several stakeholder meetings until a final prioritized list for each discipline is reached. The lists that come out of the stakeholder groups and IT will go to the Joint Operations Board for review and prioritization resulting in a recommended consolidated project list for Governing Board consideration. Kirkland Police – Mobile Data Computer (MDC) Replacement Selection Process NORCOM is installing police mobile software in various MDC makes and models to support Kirkland PD in the selection of an MDC that best serves their needs.

50


North East King County Regional Public Safety Communications Agency PO Box 50911 • Bellevue, WA 98015-0911 • phone 425-577-5700 • FAX 425-577-5701 • www.norcom.org


From: Jerry Holcombe, Integrated Communications & Records Management (ICRM) Program Manager


Subject: ICRM Program Update – Governing Board Meeting October 14, 2013

For more detailed information regarding the status of the ICRM Program, please refer to the Weekly Status Report (attached).

Activity Status

• Fire Projects o As a result of the July 12 NORCOM Governing Board Meeting, Fire Project Milestone

timelines are TBD; pending NORCOM project prioritization and planning process (please see the Project Issue logged in Section 8. Open Issues and Risks in the Weekly Status Report).

o The initial ICRM Fire Stakeholder meeting was on October 2. Chief Eisner (Bellevue) was selected as the Chair and the group is beginning to prioritize Fire projects. The second meeting is on October 9.

o In the interim, we are scheduling and coordinating pre-procurement demonstrations of the InterAct, and TriTech Fire Mobile products; in addition to a demonstration of the NWS Fire Mobile product for comparison. The format of the demonstrations and presentations follows a consistent and structured agenda (provided to vendors in advance). This will enable NORCOM Fire to focus on relevant use cases and information; and compare apples to apples. The schedule for the demonstrations is as follows: InterAct: October 1 (Complete) NWS: October 1 (Complete) TriTech: October 10

• Police Projects

o The NORCOM and NWS teams are actively tackling Production issues as they are reported and in priority order. Below table updated on September 30, 2013.

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Governing Board NORCOM Program Manager Update

Page 2 of 2

o The vast majority of the critical issues at the individual CAD workstation (i.e. not system-wide) level, and a potential safety issue for Police mobile, have been resolved with SP 2.2 in June, SP2.3 in August, and SP 2.4 on September 17. Only 2 of the White Screen root causes remain unresolved; however some CAD workstation instability has occurred recently, and because the team no longer has access to log files it is difficult to determine whether these events are due to known root causes or new ones. Therefore, we cannot provide any supporting documentation to report these events to NWS.

o There have also been CAD Slowdown events that continue to occur; and a major CAD event occurred on September 20 at 11:45 where NWS CAD.Net was not updating calls for approximately 10 minutes. NWS continues to investigate the cause of the outage.

o Nine of the remaining P1 & P2 issues have been scheduled into the NWS SP 2.5 release. At this time, NWS has indicated that the remaining Fourteen P1 & P2 issues (including at least one of the White Screen issues) cannot be resolved in the 10.0 Platform due to constraints within the .NET Framework upon which it is based. Resolution would require the implementation of 10.1 and/or 10.2 Platforms.

o Planning for the resolution of the P3 and P4 issues has been initiated, but the vast majority of the fixes for these issues have not yet been scheduled (please see the latest version of the Fault Summary in Section 5. Bugs and Software Defects of the Weekly Status Report).

o At this time, we understand the releases to be as follows: SP2.5 (Police & Dispatch P1s and P2s):

• QA1 Delivery & Install: December 12 • QA1 Testing: December 13 - 20 • NWS Remediation: December 23 - 30 • RC1 Delivery & Install: January 2 • RC1 Testing: January 3 - 7 • Move to Production: TBD

10.1 GA – currently available. 10.2 GA – target is late 2013

o The Police Stakeholder Group are scheduled to have their initial meeting on October 9.

Should you have questions or suggestions, please contact me at phone 503.505.1469, or email [email protected].

52


NORCOM ICRM Program

10/9/2013 Page 1 of 6

ICRM Program Weekly Status Report 10/04/13 (ICRM) Integrated Communication & Records Management New/updated information is highlighted

1. Summary

Ongoing Activities

• Fire Projects

o As a result of the July 12 NORCOM Governing Board Meeting, Fire Project Milestone timelines are TBD; pending NORCOM project prioritization and planning process (please see the Project Issue logged in Section 8. Open Issues and Risks). Milestone activities will be similar (if not the same as previous); including, but not limited to:

Solution Selection & Acquisition Project Planning Software Readiness Hardware Readiness Server Environment Readiness Configuration Options and Requirements Refinement Data Conversion Reports Interfaces Training Deployment Planning

o The initial Fire Stakeholder meeting was on October 2. Chief Eisner (Bellevue) was selected as the Chair and the group is beginning to prioritize Fire projects. The second meeting is on October 9.

o In the interim, we are scheduling and coordinating pre-procurement demonstrations of the InterAct, and TriTech Fire Mobile products; in addition to a demonstration of the NWS Fire Mobile product for comparison. The format of the demonstrations and presentations follows a consistent and structured agenda (provided to vendors in advance). This will enable NORCOM Fire to focus on relevant use cases and information; and compare apples to apples. The schedule for the demonstrations is as follows:

InterAct: October 1 (Complete)

NWS: October 1 (Complete)

TriTech: October 10

• Police Projects

o The NORCOM and NWS teams are actively tackling Production issues as they are reported and in priority order. Below table updated on September 30, 2013.

53

NORCOM ICRM Program

10/9/2013 Page 2 of 6

o The vast majority of the critical issues at the individual CAD workstation (i.e. not system-wide) level, and a potential safety issue for Police mobile, have been resolved with SP 2.2 in June, SP2.3 in August, and SP 2.4 on September 17. Only 2 of the White Screen root causes remain unresolved; however some CAD workstation instability has occurred recently, and because the team no longer has access to log files it is difficult to determine whether these events are due to known root causes or new ones. Therefore, we cannot provide any supporting documentation to report these events to NWS.

o There have also been CAD Slowdown events that continue to occur; and a major CAD event occurred on September 20 at 11:45 where NWS CAD.Net was not updating calls for approximately 10 minutes. NWS continues to investigate the cause of the outage.

o Nine of the remaining P1 & P2 issues have been scheduled into the NWS SP 2.5 release. At this time, NWS has indicated that the remaining Fourteen P1 & P2 issues (including at least one of the White Screen issues) cannot be resolved in the 10.0 Platform due to constraints within the .NET Framework upon which it is based. Resolution would require the implementation of 10.1 and/or 10.2 Platforms.

o Planning for the resolution of the P3 and P4 issues has been initiated, but the vast majority of the fixes for these issues have not yet been scheduled (please see the latest version of the Fault Summary in Section 5. Bugs and Software Defects).

o At this time, we understand the releases to be as follows: SP2.5 (Police & Dispatch P1s and P2s):

• QA1 Delivery & Install: December 12 • QA1 Testing: December 13 - 20 • NWS Remediation: December 23 - 30 • RC1 Delivery & Install: January 2 • RC1 Testing: January 3 - 7 • Move to Production: TBD

10.1 GA – currently available.

10.2 GA – target is late 2013

o The Police Stakeholder Group are scheduled to have their initial meeting on October 9. Members include:

Police Representatives – Voting Members

• Chief William Archer (or designate) (Clyde Hill)

• Chief Ed Holmes (or designate) (Mercer Island)

• Chief Erik Olsen (or designate) (Kirkland)

• Chief Linda Pillo (or designate) (Bellevue)

• Chief Mark Thomas (or designate) (Medina)

NORCOM Operations – Executive Director (or designate)

NORCOM IT – Karen Furuya

Technology Committee Representative – Dave Kelly (Bellevue)

Finance Committee Representative – Hiedi Popochock (Kirkland)

Program Planning Activities

• Strategic Long-term plan for overall implementation

o Fire Project – TBD

Program Definition

• Project Team:

Fire SME – Ken Knott, Mercer Island Fire, MOU signed. o Police SMEs

Marcia Harnden, Bellevue Police. MOU signed. Jeff Magnan, Mercer Island Police. MOU signed.

o Operations SME – Andrew Johnson, NORCOM. o Mike Prill – NORCOM Technical Lead o Karen Furuya – NORCOM Technical Oversight / Solution Architect o NORCOM Technology Team members will play various roles on the team 54

NORCOM ICRM Program

10/9/2013 Page 3 of 6

• Artifacts: Program Charter, RACI, Approvals/Triggers, Change Request template, Communications Plan and Decision Summary template have been drafted, but require refinement. Please see risk regarding resource availability to complete these artifacts.

2. Go-Live Dates Police

• 10.0 SP2.5 – target Move to Production – January 2014. Fire

o Baseline Schedules for Fire are TBD.

3. Schedule (Remaining Milestones, Inter-project Dependencies, Project Slack, Critical Path) This section will become more formal and detailed as the planning process gains traction.

• Fire – Timelines are TBD.

4. Key Resource Availability Summary

Key Resources are still being identified. Stakeholder Group members need to be added to the list below.

October 2013 November 20131 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

Last First T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S

Orr Tom

Holcombe Jerry

Lohr Victor

Knott Ken

Harnden Marcia

Magnan Jeff

Johnson Andrew XXX XXXXX XXXXX XXXXXAnnin Marnie

Furuya Karen

Luke Pete

Prill Mike

Tran Khai

Shelton Greg

Way Nathan

Sanders Jeff

Foster JodiOut of the office and generally u unavailable by phone or email: X = All day X = a.m. X = p.m. X

O

Out of the office but generally available by phone or email: O = All day O = a.m. O = p.m. O X

Remote resource available on site: = All day = a.m. = p.m.

Remote resource available off site: 1 = All day 1 = a.m. 1 = p.m.

55

NORCOM ICRM Program

10/9/2013 Page 4 of 6

5. Bugs and Software Defects

NWS Build Schedule • SP2.5 (Police & Dispatch P1s and P2s):

o QA1 Delivery & Install: December 12 o QA1 Testing: December 13 - 20 o NWS Remediation: December 23 - 30 o RC1 Delivery & Install: January 2 o RC1 Testing: January 3 - 7 o Move to Production: TBD

Fault Summary – September 20, 2013

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NORCOM ICRM Program

10/9/2013 Page 5 of 6

Fault Summary – September 29, 2013

6. Decision Summaries

No. Title Status Approved 001 Interim ESO ->TriTech Interface Approved by Steering Committee on

September 19, 2012 Yes

002 Interim AVL Solution Approved by NORCOM Technology and Police Agencies on January 31, 2013

Yes

003 Solution for Dispatcher Reference Notes Signature Process Started Yes

7. Project Change Management - Change Requests

No Change Requests to Date

8. Open Issues and Risks

Below table updated October 3, 2013. Please see ICRM Risk Register – Issues Log.pdf for details if required. o 001 “Time Stamp Change” Issue has been Closed. o 002 “Existing Planning Materials” Risk has been Closed. o 003 “Detailed task management interfering with development of the overall plan” Issue has been Closed. o 004 “ESRI license renewal” Issue has been Closed. o 005 “Software Suggestions – Fire” Issue has been Closed. 57

NORCOM ICRM Program

10/9/2013 Page 6 of 6

o 006 “Available Resources” Risk has been Closed. o 007 “Organization Commitment” Risk has been Closed. o 008 “Decision-making process not defined for Program” Risk has been Closed. o 009 “Communication Plan not defined for Program” Risk has been Closed. o 010 “NWS End of May Release” Issue has been Closed. o 011 “Clear and agreed-upon Program Scope” Risk has been Closed. o 012 “Test Case Development Milestone” Issue has been Closed. o 013 “Grant Re-payment” Risk has been Closed. o 014 “City of Bellevue Police Records Data Conversion” has been Parked. o 015 “Fire Records Data Conversion” has been Closed. o 016 “Interim ESO->TriTech Interface” Issue has been Closed. o 017 “Windows Configuration File Versions” Risk has been Closed. o 018 “NWS Project Manager Change” Risk has been Closed. o 019 “Work-arounds for Go Live issues” Issue has been Closed. o 020 “Ad Hoc Reporting Solution” Issue has been Closed. o 021 “Impact of Dispute Resolution Process” Issue has been Parked. o 022 “AVL Modem issue resolution may cause re-work” Risk has been Closed. o 023 “Interim Solution of Mobile Crash Issue will cause re-work” Risk has been Closed. o 024 “Post-Deploy CAD Hanging Issue” Risk has been Closed. o 025 “Fire Reporting: Potential Delays” Risk has been Closed. o 026 “EMS Patient Data Conversion” Issue has been Closed.

Reported: Thu, Oct 3, 2013

Open Issues : 1 Open Risks : 0 Parked Issues : 2 Parked Risks : 0 Closed Issues : 12 Closed Risks : 14

ID Risk/

Issue

Status Title Activity Log (Notes)(Date: Activity/Note text)

027 I Open Future State Solution Change of Direction for the Fire Project

7/18/2013 - The NORCOM Governing Board decision on July 12 made a policy-level decision that results in a change in the future state solution set for the Fire Project. The impact to the project is that all Milestone timelines for the Fire are TBD. The resolution of this issue will require research of new and / or TBD solution sets, and prioritization and planning of projects. A process and framework for prioritizing and planning projects, including solution selection projects is currently being developed. Revision to 7/18/2013 entry: the Governing Board decision on July 12 resulted in a change of direction for the future state solution set for the Fire Project; however this decision is within the context of the current dispute resolution process with NWS.8/2/2013 - A draft of the process and framework for prioritizing and planning projects will be presented to the Governing Board on August 9.8/15/2013 - A draft of the process and framework for prioritizing and planning projects was presented to the Governing Board on August 9. The Governing Board provisionally approved the organizational structure and approved the process. The organizational structure is now being vetted within the appropriate venues - current ICRM Steering Committee, Joint Operations, ICRM Project Team, Fire PMs, and Police PMs. The organizational structure and process would hold true for all paths moving forward.9/4/2013 - The Joint Operations Board approved the proposed Organizational Structure and Process. Fire Operations will appoint 5 representatives for the Fire Stakeholder Group; and one representative from each Police agency will be on the Police Stakeholder Group. The Finance and Technology Committees will be provinding representatives for each group; however the representatives for from these committeees will be non-voting.9/20/2013 - The stakeholder groups have been formed and the initial meetings have been scheduled.10/3/2013 - The Fire Stakeholder Group had its initial meeting on October 2 and the second meeting is scheduled for October 8. The are beginning the prioritization process for Fire Projects.

58

NORCOM Police and Fire Stakeholder Group Description ICRM Version 1.2 Oct 3, 2013

20131003 Police and Fire Stakeholder Group Description Last saved Oct 3, 2013 Page 1 of 3

Changes since last version highlighted in yellow.

The NORCOM ICRM Program Organization includes two Stakeholder Groups as follows:

• Police Stakeholder Group • Fire Stakeholder Group

The groups are differentiated as follows:

1. The Police Stakeholder Group is focused on Police-related projects/activities while the Fire Stakeholder Group is focused on Fire-related projects/activities.

2. The Police Stakeholder Group includes 5 Police Department members to represent the 5 Police Department members of NORCOM. The Fire Stakeholder Group includes approximately 5 Fire Department members to represent the 14 Fire Department members of NORCOM. (Please refer to the motion carried at the Aug, 2013 Joint Operating Board meeting for the definition for Fire Stakeholder Group membership).

With regards to representation from areas other than Police and Fire, overall responsibilities, reporting processes, approval processes, etc. - the two Stakeholder Groups operate in the same way as follows.

Purpose

The purpose of the Stakeholder Group is to identify, prioritize and provide oversight for NORCOM ICRM projects. The overall goals are for the respective groups to provide a ‘business focus’ for the activities that will be executed by NORCOM (in the ICRM context) and to help ‘accelerate action’ as it relates to project identification, approval and execution.

The Police Stakeholder Group liaises closely with the Police Ops Group and the Fire Stakeholder Group liaises closely with the Fire Ops Group. The groups may identify and prioritize non-ICRM projects during the early stages (to help simplify wider NORCOM responsibilities) but it is not anticipated that the groups will provide project oversight for non-ICRM projects.

Scope

The Scope of the Police Stakeholder Group is as follows:

1. Police Mobile-CAD 2. Police CAD 3. Police RMS 4. Police Field Reporting 5. Police-related Non-ICRM projects (at least in the early stages and for identification and prioritization only)

The scope of the Fire Stakeholder Group is as follows:

1. Fire Mobile-CAD 2. Fire CAD 3. Fire RMS 4. Fire Medical 5. Fire-related Non-ICRM projects (at least in the early stages and for identification and prioritization only)

Membership

The membership is defined as follows:

• Chair (from Police or fire) • Police or Fire Agency Representative s (5 for police, see above for Fire) • Police or Fire Dispatch Representative (1) • NORCOM IT Director • Technology Committee Representative (1) • Finance Committee Representative (1)

59



Reporting and Approval Process

Voting rights are limited to Police and Fire members only. Major activities and approvals related to the Stakeholder Group are defined as follows:

1. The Stakeholder Group develops a prioritized list of projects. 2. The ICRM Program Manager submits the Fire Prioritized Project List and the Police Prioritized Project List to the

NORCOM Joint Operating Board. 3. The NORCOM Joint Operating Board (in collaboration with the NORCOM IT Director and the ICRM Program

Manager) matches all ICRM Fire, ICRM Police and non-ICRM project requests with available budget and resources and submits a Consolidated Prioritized Project List and Program Plan to the Governing Board for approval.

4. The NORCOM Governing Board approves projects and plan (perhaps with deviations from Joint Operating Board recommendation).

5. For each approved project, a Project Sponsor, a Project Manager and project participants (team members) are identified and the project is initiated.

6. Ongoing project management of the various projects is performed by the respective project manager. 7. Ongoing project oversight of the various projects is performed by the ICRM Program Manager and the Police/Fire

Stakeholder Groups. 8. Ongoing program management is performed by the ICRM Program Manager. 9. Ongoing program governance and plan review is performed by the NORCOM Joint Operating Board and NORCOM

Governing Board.

Stakeholder Group Activities

The Stakeholder Group members collaborate to identify projects and to determine which ones warrant further consideration. A Microsoft Excel Spreadsheet Template has been developed to store the information required for each project that is identified. As projects are identified, each project is assigned a Project Sponsor who is responsible for collecting the information required for the spreadsheet. (This role is defined in detail below). In most cases, projects that are identified are business-driven as IT-driven projects are most often identified from outside the ICRM program. Some projects with a very low priority may remain at the ‘bottom of the list’ and not justify effort associated with gathering further information.

The Stakeholder Group members liaise with their respective Ops Group, the ICRM Program Manager, Finance SMEs and Technology SMEs in the process of identifying and prioritizing projects. Prioritization includes many considerations including; Urgency; Approach (simple software update, evaluation of alternative software options, etc.); high level costing and resource requirements; timeline dependencies; integration considerations (both internal and external) – what interfaces may need to be modified; implementation considerations – in what sequence should new/updated solutions and interfaces be deployed to deliver the greatest benefit, as early as possible in ways that minimize cost and risk.

The Stakeholder Group submits a Prioritized Project List to the ICRM Program Manager for approval by the Joint Operating Board and Governing Board.

The Stakeholder Group provides oversight for projects approved by the Governing Board.

It is anticipated that the Police Stakeholder Group will meet for approximately two hours every two weeks for the first month and monthly thereafter.

It is anticipated that the Fire Stakeholder Group will meet for approximately two hours every week for the first month, every two weeks for the second month and monthly thereafter.

Activities by Member:

• Chair (from Police or fire) – Responsible for organizing and leading the group. • Police or Fire Agency Representatives (5 for police, see above for Fire) – Responsible for representing the

business needs of the agency members for their domain in (i) identifying projects, (ii) prioritizing projects and (iii) providing oversight on projects approved by the Governing Board. The Police/Fire Agency representatives inform the Stakeholder Group and Program Manager of any business changes that could potentially impact approved projects.

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• Police or Fire Dispatch Representative (1) - Responsible for representing the business needs of Dispatch in (i) identifying projects, (ii) prioritizing projects and (iii) providing oversight on projects approved by the Governing Board. The Dispatch representative represents the interests of the Dispatch function. The Dispatch representative informs the Stakeholder Group and Program Manager of any Dispatch function changes that could potentially impact approved projects.

• NORCOM IT Director – Responsible for assisting the Business members (Police and Fire) in (i) identifying projects, (ii) prioritizing projects and (iii) providing oversight on projects approved by the Governing Board. The NORCOM IT Director represents the interests of the NORCOM IT function. The NORCOM IT Director helps ensure alignment with overall technology direction and strategy. The NORCOM IT Director informs the Stakeholder Group and Program Manager of any technology changes that could potentially impact approved projects.

• Technology Committee Representative (1) - Responsible for assisting the Business members (Police and Fire) in (i) identifying projects, (ii) prioritizing projects and (iii) providing oversight on projects approved by the Governing Board. The Technology Committee Representative represents the interests of the NORCOM IT function. The Technology Committee Representative helps ensure alignment with overall technology direction and strategy.

• Finance Committee Representative (1) - Responsible for assisting the Business members (Police and Fire) in (i) identifying projects, (ii) prioritizing projects and (iii) providing oversight on projects approved by the Governing Board. Activities include working with the NORCOM Finance Manager to provide other members with costing information for identified projects (to assist with project prioritization). This includes software/hardware/networking costs (one time and ongoing licensing fees), costs for professional services, resource costs, etc. The Finance Committee representative informs the Stakeholder Group and Program Manager of any changes in budget or projected costs for approved projects.

• Project Sponsor – There is only one Project Sponsor for each identified project but any Project Sponsor may be sponsor for several projects. Generally this is a business person (Fire or Police) as most projects on the list should be business-driven projects. However, sometimes the Project Sponsor can be a Technology person or the ICRM Program Manager. This person may be a regular Stakeholder Group Member or someone who is not a member of the Stakeholder Group who has specialized expertise related to the project or a vested interest in the project. Sponsors who are not members of the Stakeholder Group may be asked to attend and report at regularly scheduled Stakeholder meetings. It is this person’s responsibility to get the information required for the Prioritized Projects List Spreadsheet. This way the responsibility of gathering the information is clear and visible.

Here is an outline of the role:

1. Initially this person is the person responsible for getting the information for the spreadsheet. This does not mean that they necessarily have to produce it – they may be able to go to someone else for it. Typically they develop/collect the information and email it to the ICRM Program Manager who enters it into the spreadsheet.

2. Later the Project Sponsor may be called upon for more information on the project when the Joint Operating Board (or Governing Board) is assessing projects (for project approval) across the different domains. This person will be the “Sponsor” or “Champion” for the project and ‘lobby’ for it to be approved. Alternatively, the Joint Operating Board or Governing Board may actually ask for the Project Sponsors to attend meetings to provide information in person.

3. If the project is approved by the Governing Board, this person will be well positioned to be the Project Sponsor during project execution or in a good position to nominate someone else for that role.

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Documents

Meeting of the NORCOM Governing Board Packet-10.11.2013.pdf · Tom Orr discussed: Zoll RMS is used by 12 of our fire agencies and an upgrade is due soon. Most agencies support Zoll