Central Vermont Public Safety Authority Creating the Central Vermont Communications Center Business Case Document Presentation V 6.

Transcription

1 Central Vermont Public Safety Authority Creating the Central Vermont Communications Center Business Case Document Presentation V /17/15

2 Why? The Business Need. Reduce duplicate services. Combined service could reduce overtime by sharing all work load amongst all staff Improve efficiency in Central Vermont by having one dispatching system for everyone. Continuity of operations and disaster recovery is important to ensure service is delivered during times of emergency or disaster. It does not exist today.

3 Criteria Used For Evaluation of Alternatives No job loss Will any employee lose their job and will they retain their current base salary? Cost This criterion includes the cost issues associated with each alternative. Removal of employees from their current work location would have to include the costs of replacement personnel at the individual PD s. Technology costs and building costs would also have to be considered. The cost impact that an independent governed dispatch function might have on bringing other communities into the new communications center is a factor. Redundancy Continuity of the business operation and disaster recovery is an important consideration. Phasing Will the alternative allow for a phased implementation strategy? Phasing is necessary so the solution may be tested to ensure effectiveness and ensure supervision of employees How well can the alternative accommodate a new technology platform, radio, records management system and telephones? Can the governance structure be phased in over time?

4 Alternatives Considered A. New Dispatch Facility. B. Collapsing one center into the other. This entails closing one dispatch center and operating out of an existing center. C. One system working out of two locations. This entails creating one dispatch system operating out of the two existing police departments. D. Keep the status quo and keep the services As Is.

5 Alternatives Year 1 Year 2 Year 3 Year 4 Current Costs and projected cost of Dispatching $770,640 $786,053 $801,774 $817,809 Net Savings/Net Increase to implement Alternative A New facility. Net Savings/Net Increase to implement Alternative B Collapse one into the other. Net Savings/Net Increase to implement Alternative C One system two locations. Net Savings/Net Increase to implement Alternative D - As Is. Note: Training costs are not included in these figures. $1,123,810 $931,789 $949,530 $926,562 $426,053 $347,197 $353,988 $360,963 $90,053 ($12,925) ($13,264) ($13,561) In year 1 training costs are factored in CVPSA budget

6 Preferred Solution Alternative C One system two locations It allows Administrative service to be maintained without a cost increase. The employees may remain where they currently work. The one system/2 locations allows for continuity of operations if disaster occurs. It is the lowest cost out of other solutions except AS IS. As IS does not allow for change or cost savings. Alternative C is the most scalable option. This option can be phased in over time.

7 Cost/Savings Training - $25,000 Valcour conversion - $5,053 Technology enhancements TBD (preliminary budget figure $75,000) Budget figure primarily used for alternative comparison. Potential Savings Annually $24,000 Savings in Overtime by not filling some shifts over a years period. Only realized if system is fully implemented. Montpelier working together Barre City

8 Task(s) Timeline: 5/1/2015-7/1/2017 Duration (days) Start Date End Date Description 54 11/30/ /22/2016 Engineer Radio and Telephone Improvements 33 12/07/ /08/2016 Seek Funding for Authority 33 01/25/ /26/2016 Apply for HSU Funding /24/ /04/2016 Establish MOU between all agencies 22 02/15/ /07/2016 Develop a plan for Valcour conversion /04/ /30/2016 Train dispatch personnel /10/ /30/2016 Develop Performance measures 19 03/14/ /01/2016 Train staff for Valcour conversion 52 04/25/ /15/2016 Hire a supervisor in Barre 76 04/01/ /15/2016 Establish an Advisory Board of Dispatch Stakeholders /16/ /23/2017 Research, write and implement dispatch policies /01/ /15/2017 Hold monthly Advisory Board Meetings 91 11/02/ /31/2017 Radio Improvements made creating a single system /01/ /30/2017 Budget analysis done, training ongoing, call volumes monitored /03/ /11/2017 Labor Management Issues Identified and Resolved /01/ /03/2017 Resolve All Issues for Transfer of Dispatch to CVPSA

9 Milestone(s) Timeline: 5/1/2015-7/1/2017 Central Vermont Public Safety Communications Center Date Description 03/09/2016 Funding for Authority is Approved 03/15/2016 Develop a Training Plan 04/04/2016 Implement the Valcour RMS in Barre 05/04/2016 Establish MOU 06/01/2016 Establish Advisory Board 06/15/2016 Implement Improvements in Radio System 07/01/2016 Start Dispatch System using the existing management structure 10/01/2016 HSU Grant awarded for radio improvements 01/11/2017 Labor/Management Issues Resolved - New Contract if Necessary 01/31/2017 Radio Improvements Completed 04/03/2017 CVPSA assumes management/supervision of dispatch system