05-23-2007 __ COMMUNICATIONS INTERLOCAL AGENCY - GOVERNING BOARD
MAY 23, 2007 — MONTHLY MEETING MINUTES
The May meeting was held pursuant to public notice at the City of Port Orange, City
Council Chambers, 1000 City Center Circle, Port Orange, Florida on May 23, 2007.
The meeting was called to order at 9:00 a.m.
A role call was taken with Mayor Thomas, Mayor Vandergrifft, and Board Counsel Ann
Margret Emery in attendance. Mayor Green was excused. Also present was New
Smyrna Beach City Manager, John Hagood, and Port Orange Finance Director John
Shelley.
The regular minutes of the February meeting were reviewed and accepted with
unanimous approval by the Board.
Under Public Comments and Correspondence, John Shelley approached the Governing
Board regarding an error in the pension calculations for RCC. Mr. Shelley explained
that the Finance Department is responsible for tracking the receipts and disbursement
of the pension plan. An IRS audit was performed this year and it was discovered that
pension had not been computed on overtime wages, nor were employees not
immediately starting pension benefits upon their employment date, but six (6) months
after the fact. Principal Financial has been working with the Finance Department on
calculations to correct this error. A payment of $146,787.09 is due to Principal Financial
in the name of RCC employees. Mayor Thomas made a motion to approve payment of
the back wages to Principal Financial with a second from Mayor Vandergrifft for
unanimous approval to pay monies due.
There were no comments from the Governing Board members, City Managers or
Customer Agency Chiefs.
There were no Committee and Project Reports.
Under the Director's Report, Director Bubb presented the services report for the month
of April. No anomalies for the month.
The Director then stated that rumors are running rampant about dissolving RCC. The
Director said that he had been making comparisons between what the County had
offered and what RCC can do to cut costs. CaII processing times with the County are
40 to 50 seconds between when calls are received and dispatched. From a service
standpoint, the comparisons between the County and RCC are significantly different.
Mr. Bubb stated that RCC has taken the initiative to find out the statistics between the
County and RCC. The Director stated that some of the costs he has come up with, are
N ""'' actual and some are estimates. The cost of moving Port Orange to the County will
actually cost Port Orange an additional $150,000 to $200,000 the first year. The cost
for New Smyrna Beach would be $50,0000 and Edgewater $30,000 for the first year.
Central does not have a central RMS system, therefore the Cities would have to
maintain their own system and support staff. Mayor Vandergrifft stated that at this point,
we need to get all the numbers.
Mayor Vandergrifft asked City Manager John Hagood if the Managers had discussed
this. Mr. Hagood stated that the Managers' have looked at this and that a decision has
to be made by the end of the month. From Mr. Hagood's prospective, and with the
Director's cuts in the budget, Mr. Hagood believes that Mr. Bubb brought RCC in line
with the Sheriff's proposal. Mr. Hagood stated that he believes with the proposed
budget that we are where we need to be.
Mayor Thomas stated that he would feel that Edgewater would lose their individuality if
they went to the County. Mr. Bubb stated that New Smyrna Beach and Edgewater
would be combined on the same channel as Oak Hill and Sheriffs Office District 5. Mr.
Bubb stated also that there would be no governance with services being run by the
County.
Mayor Thomas asked the Director if he had met with his employees. The Director
stated that he did as best as he could. RCC has already lost some employees due to
the uncertainty of continued employment and at this time we can't offer anyone a
position.
Mayor Thomas addressed Mayor Vandergrifft saying that unless there is overwhelming
evidence of a gigantic cost savings, he wants to stay with RCC.
There was no Attorney's Report.
There was no Unfinished Business.
Under Summary Comments by Governing Board Members Mayor Vandergrifft stated
that he thought we were heading in the right direction. That RCC had done a good job.
A meeting will be scheduled as soon as a meeting with the City Managers has been
scheduled.
The meetinwas adjourned at 9:43 a.m.
Appro 'ed by e Governing Board on May 13, 2007
i
By
Ilen Green, Chairman
?Mr o The City of Port Orange
FINANCE DEPARTMENT
1867
F1 ORIO P
Memorandum
To: Board of Directors — Conso d ed Dispatch
From: John A. Shelley, Finance D for
Subject: Finance Report for Conso ed Dispatch- Period ending May 2007
Date: June 11, 2007
For the eight months ending May 31, 2007, total billing and collections from the various Cities
amount to $1,914,305. Operating expenditures for the same time period amount to $1,830,124.
Please see the attached detail of the revenues and expenditures for the month of May 2007.
As of May 2007, the second billing of this fiscal year was completed in the amount of $868,491.
Also the Audit for last fiscal year was completed and published. The results of the Audit is included
in the 2006 City of Port Orange - Comprehensive Annual Financial Report (CAFR), on Pages 98 and
99. Please see attached.
Should you have any questions regarding this memorandum or its attachments, please contact me.
cc: Kenneth W. Parker, City Manager
David Bubb, Director of Communication Interlocal Dispatch
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City of Port Orange, Florida
Notes to Financial Statements (continued)
18. JOINT VENTURE
Communications Interlocal Agency
On January 11, 2002, the Cities of Port Orange, New Smyrna Beach and Edgewater entered into an
interlocal agreement to provide a consolidated (Dispatch) communications and record system servicing
law enforcement, fire, rescue and emergency communications for each of the Cities. This entity, know
as Communications Interlocal Agency (CI Agency) was established pursuant to Florida Statute Section
16.3 01(7). The CI Agency operates as a public entity using the same fiscal year as the City of' Port
Orange
The CI Agency is an instnrmentality of the municipal parties and is entitled to sovereign immunity
except where waived by general law. It operates pursuant to direction from its governing board. The
governing board is comprised of three mayors from the respective Cities, mentioned above Operating
guidelines, procedures, designations and restrictions are determined by this governing body.
The CI Agency is currently located in a "designated area" of the Port Orange Police Department. This
designated area is separately leased from the City of Port Orange on an annual basis in the amount of
54.3,843 The operating lease rate of this designated area includes all occupancy cost except
maintenance, utilities and property insurance
Substantially all cost of the CI Agency is allocated to Port Orange, New Smyrna Beach and Edgewater
at 44 %, 33% and 23 %, respectively. The books and records are maintained using Generally Accepted
Accounting Principles The City of Port Orange, as agent for the CI Agency, performs all cash and
accounting transactions. Equity in pooled cash is accounted with, but considered a separate component
of, the City's equity in pooled cash. Separate financial statements are not prepared for the joint venture.
The majority of initial, first year charges to the respective Cities were for the acquisition of capital
purchases. These initial charges were made in accordance with the agreement. The different proportions
of existing equipment and other capital already owned by the three participating Cities gives rise to a
disproportionate allocation of net assets. See Statement of Net Assets below.
During the year ending September 30, 2006, ownership of capital assets adjusts the allocation of
beginning year's equity. This reallocation places assets with actual physical locations under the
ownership of the respective jurisdictions. Please see below for specific amounts related to this
reallocation.
`"�'' 98
City of Port Orange, Florida
Notes to Financial Statements (continued)
18. JOINT VENTURE (continued)
The following is a summary of the statement of net assets and statement of revenues, expenses, and
changes in fund net assets of Communications Interlocal Agency:
Communications Interlocal Agency
Statement of Net Assets
September 30, 2006
Port Orange New Smyrna Edgewater Total
Equity in pooled cash
and investments $ 189,9.26 $ - $ 177,930 $ 367,856
Due from other governments 7,142 214,644 2,848 224.634
Total current assets 197,068 214,644 180,778 592,490
Total capital assets net of
accumulated depreciation 77.946 58,460 40,745 177,151 '
Total assets 275,014 273.104 221,523 769,641
Total current liabilities 85,650 81,585 44,772 212,007
Net assets
Invested in capital assets 77,946 58,460 40,745 177,151
Unrestricted 111,418 133.059 136,006 380,483
Total net assets $ 189 3. • $ 191 519 $ 176,751 $ 557 634
Communication Interlocal Agency
Statement of Revenues, Expenses
and Changes in Fund Net Assets
For the Period Ended September 30, 2006
Port Orange New Smyrna Edgewater Total
Revenues:
Charges for services $ 1,111,159 $ 882,176 $ 640,890 $ 2.634.225
Expenses:
Salary and related cost 806,120 604,590 421,381 1,832,091
Operating expenses .302,604 268,287 147,046 717,937
Depreciation expense 32,379 17,902 18.731 69.012
Total expenses 1,141,103 890,779 587,158 2,619,040
Operating loss (29,944) (8,603) 53,732 15,185
Non operating revenue:
Miscellaneous 5,881 4,411 3,074 13.366
Net loss (24,063) (4,192) 56,806 28,551
Total net assets - beginning 213,427 195.711 119,945 529,083
Total net assets - ending $ 189,364 $ 191,519 $ 176 751 557
r 634
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Proposed Budget For
Fiscal Year 2007 -2008
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Table of Contents
PHILOSOPHY• 2
PERSONNEL: 2
PROFESSIONAL SERVICES: 3
TRAINING AND CERTIFICATION• 3
BUILDING & MAINTENANCE 4
VEHICLE & MAINTENANCE 4
COMMUNICATION SERVICES 5
COMPUTERS & MAINTENANCE 5
EQUIPMENT
OPERATING COST 6
PROFESSIONAL DEVELOPMENT .................................. ............... .................... ........... .. ................:........... 6
CONTINGENCY 7
INCOME 7
SUMMARY 8
RCC Budget Summary FY07 -08 6/12/2007
Communications Inter -local Agency
Now
RCC FYO7 -08 Draft Budget Summary
Revised Submitted 05/08/07
Philosophy:
This 1 Y 07 -08 budget draft was prepared in anticipation of the pending state legislative tax initiatives
that will impact funding and may severely reduce revenue to local governments. This draft budget is the result
of a directive from the Executive Committee to cut our existing budget by twenty percent (20 %).
You will find listed on the worksheet, budgets from FY02 -03 thru FY06 -07 for comparative value.
You will also see two columns of figures labeled FY07 -08 lst Draft and FY07 -08 2nd Draft. The two columns
denote two levels of cut backs where applicable ranging from 21.1 percent to 35.5 percent overall.
This budget summary provides explanations and methodologies used to arrive at these budget
figures. I will also detail the effects to operational efficiency and service. Budget cuts to these depths will not
facilitate completion of the RCC Strategic Plan objectives, or a status quo of current operations.
Personnel:
In FY05 -06, the CIA Governing Board approved a budget that increased RCC's authorized
pcisu.,lucl st rng 1. to 47 employees. Currently at 39 total staff, this leaves 8 dispatcher positions vacant. By
not filling these current vacancies, RCC should realize a savings in wages and benefits of approximately
$330,000. We've proposed eliminating EAP and EAP Benefits, Uniforms and Physical Exams for an
additional $6,700 in cuts. Each column factors in an estimated 5% increase in insurance for current staff and
eliminates COLA, step or merit increases for staff next year. With these cuts, as well as cuts in other areas of
lireo the budget, we've reduced the total budget by approximately 14 %. The only way we were able to realize the
20% reduction was to incorporate a reduction in current personnel. Below is a summary of all proposed
personnel related cuts:
Cuts Savings
Not filling the 8 vacant dispatcher positions $330,000
Reducing Employer Retirement Contribution from 12% to 10% $25,000
Eliminate COLA, Step or Merit Increases $112,000
Eliminate EAP & EAP Benefits, Uniforms & Physical Exams (EAP $2,700) $6,700
Eliminate FMLA benefits (Not required under 50 employees) Average savings per 12 weeks $7,000
period per person if used. to $7,500
Eliminate Training Coordinator Position $50,000
Reduction in Workforce (Moving Operations Manager to Network Administrator) $66,500
Total Personnel Savings $597,200
Outcome:
Short Term (Year 1)
RCC does not anticipate attrition beyond its traditional /industry norm due to proposed cuts
in personnel costs. Staff has stated their willingness to encumber their share of the proposed cuts in
order to keep RCC operational thru this FY07 -08 budget year.
'rrr Long Term (Year 2 -4)
RCC Budget Summary FY07 -08 2 6/12/2007
•
RCC realizes the potential for a negative effect on personnel if a wage freeze and cut in
benefits were to remain unchanged for years 2 -4. We believe that if we are able to maintain staffs
current net income /benefits value, after the proposed cuts, and thru years 2 -4, we believe staff would
remain. RCC proposes a 5% increase in wages and salary annually with the objective to offset
insurance and cost of living increases.
With a proposed reduction in the workforce, administrative / salaried employees will be
required to take on additional duties at no additional expense.
For comparative value, we have included a cost comparison for personnel between the
percentage of the cost share for Port Orange and Edgewater vs. the County's proposed cost.
PERSONNEL COST COMPARISON
Port Orange
Year VCSO RCC 1st Draft RCC 2nd Draft
1 $685,257 $723,864 $699,183
2 w /5% $719,520 $759,686 $734,148
3 w /5% $755,496 $797,682 $770,856
4 w /5% ? ?? $837,755 $809,399
Edgewater
_ Year VCSO RCC 1St Draft RCC 2nd Draft
1 $320,000 $378,384 $365,482
,, 2 w /5% $336,000 $397,303 $383,756
3 w /5°,/0 $352,800 $417,168 $402,943
4 w /5 °/o ? ?? $438,026 $423,091
Professional Services:
We've budgeted 15.9% or $10,000 less in professional services. The majority of our technology
upgrades and training will have been completed in this budget year making RCC and its partner agencies are
significantly more advanced than any of the other Communications Centers in Volusia County. With the
proposed cuts, all remaining projects will be suspended and the amount allocated in this budget will strictly
include only maintenance and current operation.
Outcome:
Short Term (Year 1) / Long Term (Year 2 -4)
Without significant changes /growth in technology, the proposed budget will be sufficient to maintain
the requirements for Professional Services. .
`t'' Training and Certification:
RCC Budget Summary FY07 -08 3 6/12/2007
Employee training and certification has been reduced 82.8% down $26,500. The $5,500 budgeted is
essential to maintain the minimal certifications required for partner agencies to obtain their COPCN
certification.
low
Outcome:
Short Term (Year 1)
With the reduction in the training budget, training methodologies will change. RCC's current
training standard is to hire several people at a time, conduct 3 -6 weeks of classroom /academic
training for the cognitive prerequisites and certifications required. Then pair trainees with a trainer
for skill development and intensive guided practice. Under the proposed budget, when a vacancy is
filled, classroom training and certification will be substituted with a self paced method for their
required certifications while working with their trainer on shift in the OJT environment. Although
this method may extend the average training time, it is a viable method and the end training result
remains the same with a reduction in costs.
Long Term (Year 2 -4)
The long term risk associated with this method is trainer burnout. This generally occurs
when there are extended periods of continuous training with no relief or breaks for the trainer. This
will not be a long term issue since new hire training will be sporadic.
Building & Maintenance
The majority of these line items are uncontrollable such as Building Lease, FPL costs and Insurance
premiums. RCC has reduced the Buildings and Improvements line item 50% by eliminating the Building
Nary
Maintenance fee. Staff is prepared and willing to clean, vacuum, and empty garbage themselves in an effort to
save $8,000 annually.
Outcome:
Short Term (Year 1) / Long Term (Year 2 -4)
No foreseeable negative effects in the Short Term or Long Term.
Vehicle & Maintenance
Fleet Financing is cut 74.1 %. RCC had budgeting this current year to acquire the existing Port
Orange Emergency Response Unit (Truck, trailer & generator) to serve a dual capacity as a backup
communications center and as a mobile emergency communications unit. (Wildfires, drills, special
events, etc.) We have abandoned this priority objective from the Strategic Plan in order to cut costs. We
have also looked at reducing fuel cost by reducing the number of trips to agencies to perform IT related
tasks or at a minimum, scheduling this work instead of responding whenever requested.
Outcome:
Short Term (Year 1) / Long Term (Year 2 -4)
It will be business as usual. RCC has operated without a back -up system or MCU for 4 years. No
foreseeable negative effects in the Short Term or Long Term.
RCC Budget Summary FY07 -08 4 682/2007
Communication *tow Communication Services encapsulates the expenses associated with Frame Relay Circuits,
connection charges for Bell South and Sprint for mobile connectivity. Only 11.1% or $25,000 of the
$250,000 budgeted is actual expense for RCC operation. The remaining 88.9% or $225,000 are expenses
for remote circuits at the PD's and Fire Stations and air cards used in Fire /Rescue and Police fleet
vehicles and department personnel. RCC can reduce its liability for Communication Services by 88.9%
or quarter million dollars if the respective departments carry their own associated connectivity costs in
their respective budgets. You will note the vast differences between the 1s Draft column where these
expenses are carried and the 2nd Draft column where they are removed. RCC can realize an 11.1%
reduction with this Line item expense in our budget and 88.9% without.
Approximately a year ago, Motorola in conjunction with the State of Florida, began installation of
a statewide I/P radio network linking agencies across the state. The equipment was provided to RCC by
the State, as was the first year cost for the T -1 line required. After year one, the T -1 expense was to
become the responsibility of each agency at an estimated cost of $500.00 or more per month. This
expense should be realized in the FY07 -08 budget. RCC proposes that we have the State remove the
equipment and associated T -1 for an estimated annual savings of $6,000 or more.
Outcome:
Short Term (Year 1)
In the Short Term, RCC is not cutting its expenses associated with Communication Services
therefore not reducing any performance or Service. The reduction merely reflects reallocating those
expenses to their respective departments.
rte,» Long Term (Year 2 -4)
Long Term RCC will explore options to reduce the current cost of connectivity such as adopting a
web based platform that will reduce the need for the numerous circuits currently used. Doing so may
reduce that $225,000 expense by over a $140,000 annually.
Computers & Maintenance
Due to the significant technology upgrades we performed this budget year, we're forecasting a 75%
reduction or $30,400 savings for RCC in software needs next year. A similar savings is forecasted for
Computer Hardware needs for the same reason, thus reducing this budget line item by 71.4% or $18,690.
Like Communication Services, RCC has an opportunity to significantly reduce the budget expense related to
Software Maintenance. Of the $221,000 projected for Software License Maintenance, only 22.6% or $50,000
is a direct cost related to RCC operations. The remainder of the expense is for software licenses that reside on
Mobile Computer Terminals (MCT's) in fleet vehicles, and remote desktops in offices at the PD's and Fire
Stations for access to their Records Management System (RIMS) etc.
Outcome:
Short Term (Year 1)
Again due to the current upgrades to the RCC network and the replacement of all CAD
`or Workstations, there should not be any negative effects in the Short Term.
RCC Budget Summary FY07 -08 5 6/U/2007
Long Term (Year 2 -4)
Nor Assuming the life of the current computers deployed is 4 years, there would be an estimated cost
to completely replace all equipment of approximately $250,000 in four years. 3% to3.5% of the
current budgets proposed or an amount of $62,500 annually over the next four years could be
budgeted to fund the replacement cost.
Equipment
RCC is proposing an 87.4% total decrease over last year's budget in Equipment expenses. As stated
previously, in order to realize this level of savings, RCC will postpone work towards completing the priority
objectives in the Strategic Plan for us to maintain state -of -the -art equipment in RCC and establish a back -up
system. Although current equipment is aging, RCC will maintain what we have and not look to replace such
items as console radios, back -up radios, portable radios and chairs.
Outcome:
Short Term (Year 1) / Long Term (Year 2 -4)
The $21,000 budgeted for equipment will satisfy our current needs to maintain our radio equipment
and begin gradually replacing items such as portable radios and chairs over the next four years.
Operating Cost
•
�Irry Total Operating expenses are being cut 29.8% ($7,400). We're able to eliminate advertising due to a
hiring freeze. Reduce the cost of printing and binding mainly in training materials by 90 %. We're proposing a
cut in spending for Office Supplies and Other Operating Supplies by 30% and 13.8% respectively.
Outcome:
Short Term (Year 1) / Long Term (Year 2 -4)
No Short Term or Long Term effects. Historically, increases in operating expenses have been
associated with growth in personnel and technology. Due to the current proposed reductions in
growth, the budgeted expenses in Operating Costs should be adequate.
Professional Development
Professional Development expenses have been cut by 77.8 %. We will eliminate dues and
memberships in professional organizations where not bound by employment contract. Books and
subscription expenses are vastly associated with Training of new hire personnel will be cut 80 %.
Outcome:
Short Term (Year 1) / Long Term (Year 2 -4)
No Short Term or Long Term effects. As with training, RCC will look to take advantage of alternate
methods of Professional Development. Self -pace, online, and free training are options explored and
can be implemented. Cooperative efforts on behalf of the fire service to conduct cost free in- service
training is another option.
RCC Budget Summary FY07 -08 6 6/12/2007
Nor Contingency
The CIA Board has directed RCC to maintain at minimum, a 15% Contingency Fund balance
annually. The FY06 -07 budget included funding to achieve $426,000 for a 15% contingency. With the
proposed budgets, the current fund balance should exceed 15°, /o and not require a line item expense.
Income
RCC has applied the estimated income of $34,000 from the Cities of Ponce Inlet and South Daytona
for the contract service we provide to them. At the direction of the Executive Board, RCC is also including
$30,000 in estimated revenue for IT related work performed by the RCC IT staff that is routinely performed
for the police and fire departments that is not directly related to the core RCC Operation.
Outcome:
Short Term (Year 1)
No Short Term change or effect for FY07 -08.
Long Term (Year 2 - 4)
The Inter -local agreements allow for a 10% increase annually to the rates charged. Below is a
summary of adjusted income if rates were increased.
Year Adjusted Annual Income (10% Increase)
1 $34,000
2 $37,400
3 $41,140
4 $45,254
RCC will continue to explore additional sources of revenue to offset expenses to the partner cities
such as:
1. Taking over dispatch services for the county fire stations located within southeast Volusia
County. Under the true Closest Unit Response matrix, RCC would serve all of southeast
Volusia County to provide the most effective and efficient dispatch and responses to our
citizens.
2. Dispatch Proposals to South Daytona PD, Daytona Beach Shores Public Safety Department
3. Ponce Inlet Police Department.
fur+
RCC Budget Summary FY07 -08 7 6/12/2007
Summary
RCC presents to the Communications Interlocal Agency Executive Board its proposed FY07 -08
budget. We have met the directive of a 20% budget cut.
In the 1st draft column you will note that the final estimated total is equivalent to the 2003 -2004
budget. In the 2nd draft column, the final estimated total is less than the original 2002 -2003 start -up budget
for RCC in FY02 -03. In order to operate within the scope of these numbers, the following considerations
must be made:
• With proposed cuts, RCC would still be able to maintain the current technology and set to CAD,
_MT's, RMS and network connectivity.
• With current call volume and the proposed freeze /reduction in staff, RCC must look to implement
ways to reduce the number of non - emergency calls to RCC, which average 75% of our total call
volume. Consider the following:
o An automated phone system referring non - emergency callers to their respective city
departments during normal business hours.
o Agencies /departments answering their respective non - emergency and administrative calls at
their departments during business hours and then forwarding those lines to RCC on
evenings, nights, and weekends.
o A Public Education program on when to use 9 -1 -1 vs. non - emergency telephone numbers.
• RCC currently handles all FCIC /NCIC computer entries (Wanted /missing persons, stolen vehicles
& articles, etc) and the annual validations mandated for those entries, for the three police
departments. RCC currently assigns a dispatcher full time to these tasks, as well as the task of
producing audio recordings. RCC will look to reassign that individual back to dispatch duties. RCC
proposes that the respective departments for their respective entries manage the annual validation
"err process. Shift supervisors would most likely take on the task of making recordings requested by
citizens, DA's Office, attorneys, and police and fire departments as time allows. The current turn-
around time of a day or so will most likely increase significantly.
• As mentioned under Personnel, the IT Director has proposed that with the state of the RCC
This proposal has mcrit that warrants consideration.
• Subsequent to the submittal of this Budget Summary document there has occurred a change in
personnel at RCC. The Network Administrator has resigned and our Support Person has indicated
he will be leaving September 1, 2007. RCC has moved our Operations Manager into the network
administrator position thus eliminating the need to contract those services originally proposed in this
summary. Furthermore, a complete assessment will be conducted to see if the IT Support position
will need to be replaced in September. If not and additional personnel cost saving may be realized.
Additional Short Term/ Long Term Outcome Considerations:
The RCC model has carried over into the Fire /Rescue Service in southeast Volusia County. The five
Fire Departments in the region currently train together, share resources, share technology and information.
Decide regional policy issues that effect operation and response in the region. We have become the model for
the rest of the county. Will this cooperative effort and regional fire district concept continue without the
coordinating effort of RCC?
Now Currently, RCC operates in a best practices environment with its Law Enforcement agencies sharing
resources, technology and information, yet still allowing special consideration for unique department policy
issues. Will this cooperative effort and regional best practices concept continue without RCC? Will police
RCC Budget Summary FY07 -08 8 6/U/2007
departments be able to incorporate their own operating procedures for officer safety or customer /citizen
service reasons?
— From a technology standpoint, RCC and its partner agencies are technologically advanced in
comparison to the rest of the county. What becomes of this technology and how long before the county
incorporates similar technology. What will those costs be? What are the officer safety implications?
Currently, RCC maintains and services MGT hardware and software issues for all three police
departments. Under the County, who will maintain these services? Will these services be performed on site or
in Deland? How quickly can issues be resolved? Will patrol vehicles need to be taken out of service awaiting
hardware /software maintenance? Costs associated?
RCC manages the Port Orange Police departments access control system for officer safety on a 24/7
basis. For the next two - three years, until the new PD is completed, without RCC the police department will
need to either hire staff to maintain 24/7 access control or replace the current system.
As always, I am available to discuss any and all items submitted in the draft budget document. I truly
believe that RCC can remain an asset to each community we serve, even under these significant constraints,
to provide quality customized service within our distinctive best practices environment.
Respectfully submitted,
.
David B. Bubb, Director
Regional Communications Center
Nour
RCC Budget Summary FY07 -08 9 6/12/2007
COMMUNICATIONS INTERLOCAL AGENCY - REGIONAL COMMUNICATIONS CENTER
Comparative Cost &
ServiceAnalysis
Dispatch Service between RCC & Volusia County
RCC
5/31/2007
Nov
This document is the result of a cooperative effort and compiled with input and data provided by
representatives from the Cities of Port Orange, New Smyrna Beach, Edgewater, Ponce Inlet and RCC
Comparative Analysis of Costs and Services between Regional Communications
Center and Volusia County Sheriff's Office
Beginning in April 2007, RCC staff began collecting extensive data to present to the RCC
Executive and Governing Boards in an attempt to provide information required to perform a
complete and detailed comparison of costs and services for Dispatch and 9 -1 -1 service between
RCC and the Volusia County Sheriff's Office.
To begin, it is worth restating portions of the language crafted and set forth in the
Interlocal Agreement established to create, manage and operate the Regional Communications
Center.
WITNESSETH:
WHEREAS, it is the purpose of the Act to provide a means by which the cities of Port
Orange, Edgewater and New Smyrna Beach may exercise their respective powers, privileges and
authority which they may separately, but which pursuant to this Interlocal Agreement and
Cooperation Act may exercise collectively; and
WHEREAS, the Parties desire to establish and provide a consolidated (dispatch)
communications and records system servicing law enforcement, fire, rescue and emergency
communications for each of the Parties, hereinafter referred to as "CCR System"; and
'o' WHEREAS, the Parties have determined that a consolidated system will better utilize
existing municipal personnel and capital resources, increase efficiency and effectiveness of
public safety emergency response, enhance public safety operations by standardizing equipment
and records management systems, and will provide for shared costs of communications
technology; and
WHEREAS, the Parties desire to enter into this Agreement to establish basic parameters
for the implementation, operation, maintenance and future expansion of the CCR System; and
WHEREAS, entering into this Interlocal Agreement is in the best interests of the citizens
of the Parties; .....
FY07 -08 Budget Breakdown
On April 8, 2007, RCC submitted two draft budgets to the Executive Board that were
developed under directive to reduce the budget by 20 %. The two versions submitted reflected
cuts in the amount of 21.1% and 35.5% respectively. The table below reflects the bottom line of
the two proposed budgets and the cost share for each partner city. Draft 1 carries in it the cost
of connectivity and software licensing for each department that is not actually an expense to
operate RCC but is an expense to each City. Draft 2 Budget removes those connectivity and
licensing costs and is reflective of actual operating expenses for RCC. For this comparative
analysis, RCC used the Draft 1 Budget numbers to more accurately compare expenses.
Page 2 of 11
Version One Cost Share Per City (21.1% Cuts) Total RCC Budget $ 2,213,746
Port Orange $ 974,048
N osy New Smyrna Beach $ 730,536
Edgewater $ 509,162
Version Two Cost Share Per City (35.5% Cuts) Total RCC Budget $ 1,810,652
Port Orange $ 796,687
New Smyrna Beach $ 597,515
Edgewater $ 416,450
Comparative Analysis
Concurrent with RCC's budget preparation, proposals from the Volusia County Sheriff's
Office were solicited to determine if it would be prudent to turn the RCC operation over to the
County. Two formal proposals were solicited by Port Orange and Edgewater. The following table
compares the proportionate share to each City of RCC's budget compared to Volusia County
Sheriff's Office proposed contract price: (RCC estimated a proposed cost to New Smyrna Beach)
City RCC Cost VCSO Cost
Port Orange $ 974,048 $ 685,257
New Smyrna Beach $ 730,536 $ 507,910
Edgewater $ 509,162 $ 355,090
The proposals from Volusia County are primarily personnel costs. These contract prices
are valid for two years and the contract provides for a 5% maximum increase annually.
However, at the end of the two year contract, any personnel cost adjustments not covered by
the 5% annual increase would be caught up in the next contract negotiation. The RCC budget
cost is all inclusive and controlled by the Executive and Governing Boards.
Personnel Costs with VCSO
We identified the need to quantify and forecast what if any personnel cost would not be
covered in the proposal and would need to be "caught up" at the end of year two. RCC received
and reviewed historical data from Volusia County Finance showing the five (5) year trend in their
personnel cost for County Communications Personnel. They are:
Health Insurance Increases Florida Retirement System COLA & Merit Increases
FY02 -03 — 10% FY02 -03 — 28.3% FY02 -03 — 5.5%
FY03 -04 —10% FY03 -04 — 0% FY03 -04 - 10.56%
FY04 -05 — 10% FY04 -05 — 5% FY04 -05 — 6%
FY05 -06 — 15% FY05 -06 — 5.95% FY05 -06 — 5%
FY06 -07 - 10% FY06 -07 — 25.8 % FY06 -07 — 6%
Now 5 Year Trend —11 % 5 Year Trend —13.01 % 5 Year Trend — 6.6%
Page 3 of 11
Average Overall Annual Percentage of Personnel Cost Increases = 10%
RCC calculated and compared the County's maximum 5% allowable annual contract cost
increase against the County's average 10% historical personnel cost increases to determine the
annual shortfall to project the "due to" the cities would be responsible for at the end of year 2.
Port
Year Trend @ 10% At 5% Shortfall
Year 1 $ 685,257 $ 685,257 $ -
Year 2 $ 753,783 $ 719,520 $ 34,263
True - Up Cost Thru Year 2 $ 34,263
Year 3 $ 829,161 $ 829,161 $109,641
Year4 $ 912,077 $ 870,619 $ 41,458
Year 5 $ 1,003,285 $ 914,150 $ 89,135
True - Up Cost Thru Year 5 $240,234
Year Trend @ 10% At 5% Shortfall
I Year 1 $ 507,000 $ 507,000 $ -
Year 2 $ 557,700 $ 532,350 $ 25,350
True - Up Cost Thru Year 2 $ 25,350
Year 3 $ 613,470 $ 613,470 $ 81,120
Year4 $ 674,817 $ 644,144 $ 30,674
Year 5 $ 742,299 $ 676,351 $ 65,948
True - Up Cost Thru Year 5 $177,742
Edgewater:::
Year Trend @ 10% At 5% Shortfall
Year 1 $ 355,090 $ 355,090 $ -
Year 2 $ 390,599 $ 372,845 $ 17,754
True - Up Cost Thru Year 2 $ 17,754
Year 3 $ 429,659 $ 429,659 $ 56,814
Year 4 $ 472,625 $ 451,142 $ 21,483
Years $ 519,887 $ 473,699 $ 46,188
True - Up Cost Thru Year 5 $124,485
'sir►
Page 4 of 11
Should the County's personnel cost remain consistent with historical trends, in order to "true -
up'; the contract price to the cities would increase an estimated 15% from Year two (2) to Year
three (3).
Additional Costs to Each City
The next area that RCC scrutinized was what additional expenses could be identified that
would be required for each City that are not covered under the Sheriff's Office contract price. All
of the expenses identified are either included in RCC's budget or are not required under RCC's
structure and operation. They are but not limited to:
I E ATTACHMENT 1
Explanation of Expenses:
PD Access & Existing Building Space
PD 24/7 Access Control — RCC staff currently manages the Port Orange Police Department Sally
Port and Jail access doors 24/7. RCC also controls access to the lobby after business hours, on
weekends and holidays. POPD Captain Miller advises that they if the Police Department were
Noe required to take over access control for the building they would submit a budget request for an
additional 4 Community Service Officers (CSO's) for access control and records at an expense of
$138,328 annually.
Building and Maintenance — RCC currently pays $88,000 annually for the Lease, Electrical
Services, Maintenance, Improvements and Insurance on the 3,700 sq ft of space that RCC
occupies. Assuming the City would occupy the space if RCC were to vacate, subtracting the 44%
cost share that Port Orange currently contributes, leaves a 56% or a $44,000 annual expense.
Connectivity
Sprint Air Cards - Each RCC partner and contract agency utilizes Sprint Air Card connectivity to
the RCC CAD and RMS system. This technology would still be required to connect to the County's
CAD and RMS. The total number of Air Cards per City and Annual Expense @ $55.00 /month is
listed.
TWC T -1 Circuit — Frame Relay Point to Point — Bell South Frame Relay — The Time Warner
Cable T -1 and Point to Point Frame relay would be required for connectivity to Volusia County.
The Bell South Frame Relay is required for connectivity between Fire Stations and local RMS
Server.
Police Departments
„`► IT Support Personnel — RCC currently employs a network administrator and an IT Support
person to maintain the daily operation and maintenance of the CAD System, Records
Page 5 of 11
Management System, Mobile Data System and PC Support. In discussions with representatives
of each City, it is believed that due to the complexity and workload required to maintain the
'`r• Records Management System, Mobile Data System and PC Support that each City would require
an additional IT Support person at an estimated Salary and Benefits expense of $50,000.
Tiburon MDT Software — Each MCT requires a onetime Tiburon Software installation for
connectivity to the County's CAD System at $200 per unit.
MCT RMS Licenses — In addition to a $200 connectivity fee that the County requires for
connection between MCT's and CAD, an additional $100 annual MCT RMS software licensing fee
is required for all Police MCT's to connect to the County's RMS system.
Desktop RMS Licenses — Each Police department has a series of Laptop and desktop computers
that access; perform data entry and modification to RMS. Each of those computers requires a
$1,800 annual license under the County's RMS system.
OSSI RMS Site Licenses — It is unclear at this time what RMS System the Police Departments will
utilize as its primary system. The Sheriffs contract indicates that each department will maintain
their own RMS system and they will supply the CAD data to it. If this is the case, then each PD
will need to maintain their current OSSI Site Licenses and Additional Module Licenses. In
addition it's unknown how NEW Smyrna Beach PD's Mobile Citation module will interface with
Tiburon CAD.
Fire Departments
e FireHouse Software - Migration to the County for Fire /Rescue communications would require
each City to abandon the current OSSI /ETI software and migrate to FireHouse Software. The
Cities of Port Orange and Edgewater have received quotes from FireHouse. The Expense listed
for New Smyrna Beach is an estimate based on the other two proposals.
FireHouse Software Annual Maintenance - Again, annual maintenance fees have been quoted
to Port Orange and Edgewater. New Smyrna is estimated.
Fire Department Connectivity to Volusia County Fire EMS Communications Center — For
dispatch purposes, each MCT will require licensing and annual maintenance fees. Additional
mapping software licenses are required as well.
Server /Router /Switch & Tape Back -Up — Volusia County does not have a Centralized RMS
System for Fire /Rescue /EMS. Therefore each City will be required to stand -up its own hardware,
software, routers and back -up equipment to manage the Fire Department RMS. There has been
discussion that should RCC dissolve; the three Partner Cities would split up the current server
and computer equipment to establish their own system. Currently the Interlocal Agreement
mandates that all backbone items be sold. Each City would have the right to purchase items
pursuant to sealed bid auction.
Radio Configuration Re- Programming — Under the County, the Fire /Rescue mobile and portable
radios would require re- programming due to a reconfiguration of the County's Radio Profiles at
viirr
a cost of $25.00 per radio. It is unknown at this time if the Law Enforcement Radios would
require re- programming or not.
Page 6 of 11
Miscellaneous
Severance and Staff Accrual Buy -Out — Should RCC be dissolved, there exists a onetime expense
for the Directors Severance and the Staffs Buy -out of accrued leave. The combined expense is
approximately $110,000. Staff accruals were calculated as of May 15, 2007.
Professional Services — As with all technology, professional services are required from outside
support vendors to trouble shoot, upgrade, and repair equipment.
Data / Format Conversion — It is unknown yet whether each City will abandon the current OSS1
Records Management System and migrate to the County's system, or maintain the current OSSI
system and integrate the County's CAD information into RMS. Either option will most likely
require some form of data conversion or formatting. Conservatively, a $10,000 estimate for
each City has been factored into the additional expenses.
Reoccurring Costs
RCC recognizes that a portion of the above expenses are "start -up" cost or onetime
expenses required to contract service to the County. Assuming these expenses are indeed
required and there are no other alternatives for these expenses, RCC projected the reoccurring
costs for years two (2) and three (3). They Cost estimates are:
Year 2 Port Orange New Smyrna Edgewater
Year 2 Contract Costs — Year 1 $ 719,520 $ 532,350 $ 372,845
plus a 5 % increase
it Year 2 Additional Expenses - $ 337,588 $ 147,769 $ 97,151
Reoccurring Costs
Year 2 Personnel Expense
Shortfall - Calculated as the
difference between the 5% allowable $ 34,263 $ 25,350 $ 17,754
increase and the 10% average
increase for the County.
Year 2 Total Expenses $ 1,091,371 $ 705,469 $ 487,750
Year 2 RCC Proposed - This is the $ 1,022,750 $ 767,063 $ 534,619
RCC budget cost w /5% increase
Year 2 Cost /Savings $ (68,621) $ 61,594 $ 46,869
Year 3 Port Orange New Smyrna Edgewater
Year 3 Contract Costs — After $ 829,161 $ 613,470 $ 429,659
"True -up"
Year 3 Additional Expenses - $ 337,588 $ 147,769 $ 97,151
Reoccurring Costs
Year 3 Personnel Expense
Shortfall - Calculated as the $ 75,378 $ 55,770 $ 39,060
difference between Year 2 after
"True -up and Year 3 contract
Year 3 Total Expenses $ 1,242,127 $ 817,009 $ 565,780
Year 3 RCC Proposed - This is the
Now from budget cost w /5% increase $ 1,073,887 $ 805,416 $ 561,350
from Year 2
Year 3 Total Savings $ (168,240) $ (11,593) $ (4,430)
Page 7 of 11
-,, Cost Summary - 3 Year Forecast
Summary of Costs wNCSO Port Orange - New Smyrna Edgewater
Year 1 Cost /Savings $ (262,707) $ (114,913) $ (110,660)
Year 2 Cost /Savings $ (68,621) $ 61,594 $ 46,869
Year 3 Cost /Savings $ (168,240) $ (11,593) $ (4,430)
Total Cost/Savings With VCSO $ (499,568) $ (64,912) $ (68,221)
Delivery of Service / Customer Service
The last dynamic examined between RCC and VCSO was to determine if there is any
disparity in level of service to the residents and citizens in southeast Volusia County.
At the time this report was compiled, the only statistics available for comparison were
those distributed by Volusia County Fire EMS Communications.
Volr,sia County Fire EMS Communications Center dispatches Fire /Rescue for Volusia
County Fire Service and the Cities of Holly Hill, Deland and Ormond Beach. RCC dispatches
Fire /Rescue for the Cities of Port Orange, New Smyrna Beach, Edgewater, Ponce Inlet, and South
Daytona. Daytona Beach Fire /Rescue is dispatched by the Volusia County Sheriff's Office out of
their Central Communications Center.
For comparison one must understand the differences in the 9 -1 -1 call flow process
between RCC and Volusia County. The following diagram depicts the process from 9 -1 -1 call
receipt to the dispatch of Fire / Rescue Units
RCC
RCC RCC RCC
Receives Processes the 1 ) Dispatches
9 - - Call Call Fire /Rescue
The average call processing time for RCC for the same 9 month period was 57.5 seconds.
Volusia County
VCs0 VCSO VCSO FECC FECC
Receives Processes the Transfers the Processes the Dispatches
9 -1 -1 Call Call Call to FECC CaII aeain Fire / Rescue
(Call Processing times for VCSO are estimated at 30 -60 (The average call processing time
seconds) for FECC alone is 46.6 seconds.)
law
Page 8 of 11
70 CaII Processin Times
''fir'
60
SD
ii
.;..... ...;.. ....... . . :.:..... ........ :.. ......:. .. ....... i .............
Se
conds
30
20
10
0 .. .... ..... .,
Aug -06 Sep -06 Oct -06 Nov -06 Dec -06 Jan -07 Feb -07 Mar -07 Apr -07
Month
O RCC Call Received to Dispatch ® VCFECC Call Received to Dispatch I
Nor
Quality of Life / Personal Contact — Historically, 76% (135,000) of RCC's incoming call volume is
non- emergency in nature and received via each City's published administrative lines. RCC
routinely answers calls from the community requesting information. RCC staff personally
handles each request by either providing an answer, resolving the request, dispatching a
response, referring the caller to the proper City department, transferring the caller, etc.
Currently each City's police and fire departments policy is that we WILL NOT refuse the request
to respond, regardless the nature or type of request. RCC operates under each City's direction
that "NO CALL IS TO SMALL "!
Under the Sheriffs dispatch contract each City is responsible for answering all incoming or
routed administrative calls during normal business hours. After normal business hours, on
weekends and on Holidays, all incoming administrative calls shall be routed through a "call tree"
which advises that life threatening emergency callers shall hang up and dial "9 -1 -1 ". All other
calls .shall be routed to City department advisories where callers may leave a message.
Officer Safety Issues — RCC staffs and operates a dispatcher for each of the three City Police
Departments. Under the sheriffs dispatch operation the County will require the New Smyrna
Beach and Edgewater Police Departments to operate and communicate on a combined channel
with VCSO District 5 deputies and Oak Hill. Radio channel loading and congestion is a serious
officer safety concern and delays in dispatch are inevitable.
Additionally RCC runs computer checks for all officers requesting them. Specifically, Port Orange
Police Department policy on traffic stops is that an officer will not sit in his /her vehicle and to
Page 9 of 11
take a defensive position behind their patrol vehicle. As such, RCC runs all wanted checks,
driver's license checks, vehicle registration checks etc.
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Under the Sheriffs dispatch operation, it our understanding that officers will be required to
change their current officer safety policy and they must utilize their MDC's to run these routine
checks themselves.
Police Dispatch Policies and Procedures — Contractually, VCSO is required to dispatch 90% of
priority one or emergency type calls (usually described as imminent threat to life or property)
within 2 minutes after being received. 85% of priority two calls will be dispatched within 6
minutes after being received.
When RCC receives a priority one call, RCC dispatchers confirm location and the nature of the
call and dispatch it. (Generally within 30 seconds or less of call receipt) They continue to gather
information and update responders while in route. For all other priorities, RCC dispatches
patrols immediately if available. If all units are tied up, the RCC dispatcher advises the patrol
supervisor that a call is holding.
Emergency Medical Dispatch — Referring to the Call Processing flow chart above, EMD and or
pre - arrival instructions for calls received via VCSO Central Communications will occur only after
the call has been transferred to VCFECC.
RCC begins this process within seconds after receipt of the call.
Closest Unit Response — With the technology upgrades and advances RCC has performed over
* the past two years, RCC can truly dispatch police and fire units based on physical location and
proximity to a call through GPS /AVL.
Volusia County has not adopted this technology.
Summary
Without opposition, RCC is able to provide quality efficient service to the City's residents and
citizens of Southeast Volusia County that is second to none. This level and quality of service is
directly contributable to Interlocal Governments direct oversight and financial control of the
management and operation of RCC. The other critical element to RCC's success is the best
practices concept and cooperation between the Partners Police Departments, Fire Departments,
administrative and IT departments.
This report was composed with objectivity in an attempt to identify as many of the
components required to effectively provide Public Safety Communications to each City. We
understand that there are probably unknowns yet to be identified. We also understand that
many scenarios still exist. However, in the end we feel that RCC is still the best means to
accomplish the service and financial objectives set forth in the Interlocal Agreement.
Respectfully submitted,
'rrr
David B. Bubb, Director
Page l0 of 11
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