CONSOLIDATED DISPATCH. Chief Michael Ruth Deputy Chief Scott Novak Countryside Police Department

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1 CONSOLIDATED DISPATCH Chief Michael Ruth Deputy Chief Scott Novak Countryside Police Department

2 Introduction City of Countryside Home rule community of 6,000 residents located in the West & Southwest suburbs of Cook County. Annual General Fund Budget of >$13M Police Department General Budget $3.9M

3 Public Safety Police Department 24 Sworn full-time employees 7 non-sworn employees 1 Communications Supervisor Desk Officer 4 Communications Dispatchers Desk Officers 1 Records/Communications - Desk Officer 1 Administrative Assistant to the Chief of Police

4 Discussion Points What drove the decision to review the consolidation of emergency telecommunications services? What are the options/alternatives? What is the financial impact? What are the human aspects of the move and CBA considerations?

5 What Drove the Decision? Late Fall of 2008 Start of economic indicator stressors General Fund balance beginning to dwindle City Council & Police Committee directed the Police Chief to determine the feasibility to outsource the Communications Center to a Centralized Dispatch

6 What Drove the Decision? Summer of 2009 Streamline Services & Operations Did not replace: 1- Sergeant due to retirement 1- Police Officer due to resignation New staffing levels from 26 sworn to 24 sworn Savings of approximately $255,000 Changes did not impact quality or timeliness of services and reduced expenditures. *

7 What Drove the Decision? 2011 The Village of Lyons initiated discussions for combining dispatch centers where the Countryside police dispatching function would be handled by the Village of Lyons. In the Summer/Fall of 2011, the Village of Lyons approached the City with a proposal to consolidate dispatching services. Police Committee meeting of October 26, 2011 Chairman Straza & Police Committee directed the Police Chief and City Administrator to look at the feasibility and cost to outsource the dispatching function. Specifically, with the Village of Lyons and Southwest Central Dispatch. As a result, City Council directed staff to look at cost reductions and tax levy reductions.

8 What Drove the Decision? Problems with the radio system Inadequate coverage Dead spots Outdated infrastructure *

9 What Drove the Decision? Ongoing radio system problems Documented incidents Radio outage occurs every 9 days (average) (YTD) 16 Documented Incidents Radio outage every 10 days (average) 6/1/12 *

10 Consolidation is the future- its here now Oak Brook DuComm Central Dispatch July 2012 Vernon Hills to be dispatched by Libertyville-Aug 1, 2012 BGA report recommends consolidation of municipal services Policing in a New Economic Environment by McDevitt & Mulcrone, REM Management, published in the IL Municipal League Magazine Feb-2012 State of Indiana mandates dispatch consolidation by 12/31/2014

11 Consolidation is the future its here now Southwest Central DuComm Quadcomm Sedcom Norcom Northwest Central E-com South Com West Com Oak Lawn Central Dispatch Des Plaines Central Dispatch Tri Com Red Center **

12 What Drove the Decision? Police Radio Problems - Recent Most recently, on 8/29/2012, police officers who were dispatched to a residential burglary on 9 th Avenue were not able to respond due to a communications failure. Officers were inside of the Senior Apartments at 6406 Joliet Road and their portable radios could not receive the radio call for assistance. *

13 Dispatching Alternatives Continue our own Center and invest money to update (immediate action server $20,000 & replacement of 2 vacant positions) Join an existing center Southwest Central Dispatch Start up a new consolidated center with neighbors Lyons LaGrange, Western Springs

14 In-House Dispatching 5 full-time Dispatchers 1 full-time Records-Communications Telecomm Budget of $ 648,488 (expenditures) Radio Consoles Ready for Replacement in FY2015 (expected cost of $350,000+) Server Replacement $20,000 (immediate need for replacement) Substandard and unreliable VHF radio system

15 In-House Dispatching Telecommunications/Desk Officers 1-Desk Officer to handle all phone calls, police radio and walk in traffic callers are routinely told to wait while they answer the police radio or take other phone calls placing residents and police officers in danger. ** AUDIO ***

16 In-House Dispatching On 8/30/2012 the Desk Officer inadvertently combined 2 calls for a VOP, with one on Lorraine Drive and the other in Hodgkins. The result was a delay in police response. AUDIO ***

17 Village of Lyons State of the art building and facility Includes 24 hour lock-up for prisoners Change records management system at an initial cost of (appx $150,000) Shared future costs of technology (their choice) CPD responsible for all start up & ongoing costs Remain on the current VHF radio band

18 Village of Lyons Startup costs Records and CAD $150,000 Telephone and Radio expense $40,000 Annual fee of $180,000 (may be increased) Equipment replacement and upgrades paid by CPD, not included in annual fee. Loss of direct input into policy, operations, procedure, and expenses.

19 LaGrange, Western Springs Working on consolidation Time frame is unknown (2-3 years out) Expect to remain on a VHF radio system Records management system is unknown Startup costs will be shared by the agencies involved

20 Southwest Central Dispatch Existing Public Safety Answering Point 12 Police and 7 Fire Departments Service Population of 163,000 Police funding formula based on full-time Sworn ($10,758) & ETSB Wireless Fund Revenues Accredited Dispatch Center by the Commission on Accreditation of Law Enforcement Agencies

21 Southwest Central Dispatch Governing Board Mayor from each member community Executive Board Police Chief from each member agency Decisions are implemented by the Executive Board

22 Considerations for the Recommendation Hosted by other agency Unknown annual costs Level of responsiveness Loss of Control (Their house their rules) Southwest Central Dispatch Set costs with an adequate reserve ($2.7M) Governing & Executive Boards, equal voice & shared vote.

23 Consolidation Pros Southwest Central has the resources through pooling many different communities together to meet the ongoing technological needs for the future. Enhanced security of having all E-911 services off-site and away from the community in the event of a catastrophe. Enhanced officer safety, since the telecommunicator is not distracted by telephone calls, walk in complainants or police and fire calls at the same time.

24 Consolidation Pros Leverage technology for a virtual consolidation and future cost savings. Reduction in management staff time for employee issues, union contracts, equipment upkeep. Improved and reliable radio system and infrastructure to a UHF radio system.

25 Consolidation Cons Knowledge of unique community issues. Lack of direct control over procedural considerations, customer service level. Communications point for and with other city departments. Duel purpose of staffing the police building, open for meetings. Prisoner monitoring, tow releases for arrestees. Immediate customer service (at the desk) for public information, both telephone and in person. This could be impacted depending if/how 24 hour desk coverage is implemented

26 Financial Impact Southwest Central ETSB Participation Administrative Fee to Southwest Central $10,758 per sworn officer Membership Fee $5,000 one-time Receiver site if needed $12,000 ETSB Advantage Existing Radio System. No need for consoles Reduction of CAD licensing Reduced E-911 infrastructure and licensing

27 Staff Recommendation SWCD UHF System CAD Dispatch & Compatible RMS Create new positions & classifications Records Front Desk Coverage

28 New Positions New job descriptions and pay schedule New F/T positions and part-time positions Assist with the records function Answer non-emergency telephone calls Assist with walk-in police reporting Monitor prisoners in lock-up

29 New Positions To maintain the official police records management system 1 Records Manager 1 Community Service Officer Supervisor 6 Part-time Community Service Officers Front desk coverage: Monday-Saturday coverage (Hours TBA) Front desk coverage: 24hours a day (option)

30 Net Costs SWCD Mon-Sat Sun-Sat Current Limited 24-hr In-house Coverage Coverage Revenues 98,000 49,200 49,200 Expenditures (746,488) (465,885) (505,302) Net Cost (648,488) (416,685) (456,102)

31 Cost Savings Annual PSAP (in house): $648,488 Southwest Central Dispatch With 24 hour desk coverage: $456,102 No desk overnight & Sunday: $416,685 Savings for FY2013 if we consolidate: $231,803 $192,386

32 Ongoing Support/Services Annual budget increases average 3-5% Technology support for software and radio equipment (we turn over radio network ownership and maintenance to Southwest Central Dispatch) Leverage cost and technology upgrades with other participating departments.

33 Impact First year savings: $231,803 or $192,386 Depending on desk coverage for 24 hours Savings over 5 years: $940,087 or $730,816 Depending on desk coverage for 24 hours Improved radio communication Increased Records & CSO coverage. Police facility open 6 days a week ($231,803) or 24 hours a day ($192,386). Bottom Line: Increased service while reducing costs.

34 Human Aspects Potential reduction of staffing levels of 2-4 full-time employees Employee meetings with the union to discuss future of the dispatch center Police implementation committee

35 Human Aspects Assistance with outsourcing Letters of Recommendation Calls to other departments Southwest Central Dispatch Opportunities Negotiations with FOP Employees will be allowed to apply for new positions Maintaining coverage as employees leave What if they leave too soon?

36 Staff Recommendation Southwest Central Dispatch Improve Resident Safety Improve Officer Safety Improve the Quality & Delivery of Service Reduce Operational Costs - TAXPAYER SAVINGS

37 Questions Bill Shanley, Southwest Central Dispatch