HomeMy WebLinkAbout01102011 City Council Laydowns • Main Office (907)224-4050
• Police(907) 224-3338
CITY OF SEWARD '
61:4
• Harbor(907)224-3138
P.O. BOX 167 ai& • Fire (907) 224-3445
SEWARD, ALASKA 99664-0167 a�—
mss'' • City Clerk(907)224-4046
JanU 10 2011 • Engineering (907) 224-4049
• Utilities(907)224-4050
• Fax (907)224-4038
Mr. Jack Carver
Mr. Jeff Riley
Alaska Waste
P.O. Box 1209
Soldotna,Alaska 99669
RE: Transition from City of Seward to Alaska Waste Billing
Mr. Jeff Riley and Jack Carver,
Dear Sirs,
I am writing this letter to bring to your attention a matter of concern regarding the recent
transition from City of Seward to Alaska Waste billing for refuse services within the Seward
City Limits. Specifically, I have concerns with the issue of customers being billed for refuse
services when their residence is to be vacant for a prolonged period of time.
•
As you are aware, the City of Seward has been providing refuse billing services to Seward
customers for decades. According to the City's written policy, it has been historic practice to
allow customers to request a reprieve from billing when they are to be absent. Specifically, the
policy states, "Every person occupying a building or building site within the City shall use the
system of refuse disposal provided by the contractor. There will be no charge for residences that
are vacant. Prior arrangements shall be made with the City by making written application for
garbage service to be discontinued because of vacancy, provided the residence is unoccupied
three weeks or longer in any one month."
I would like to suggest that Alaska Waste agree to maintain the current policy of not charging
refuse customers for service during the period in which a residence is vacant, in accordance with
the above policy. This is an issue that we can mutually discuss during the upcoming RFP
process, to provide sufficient notification to customers of this significant change to policy. Since
the City has always handled the billing in this manner, we would expect that this would be
consistent with past practice and would not have an adverse impact on Alaska Waste's revenues,
compared with the past.
Please consider this request and feel free to contact me to discuss at your earliest convenience. I
can be reached directly at(907)224-4012.
Sincerely,
Phillip Oates, City Manager
r`
SEWARD POLICE DEPARTMENT WEEKLY STATISTICS
12/26/2010 - 12/31/2010
Prior Week Current Prior Week Current
YTD YTD YTD YTD
ALCOHOL OFFENSES: OFFENSES AGAINST PUBLIC
ORDER:
DUI 42 1 43 Disorderly Conduct 13 13
BTR 6 1 7 Harassment 11 11
MOCA 5 5 OTHER:
MC/PA 51 51 Noise Complaint 44 1 45
Contributing to Minor 5 5 Yukon Bar 1 1
Minor on Licensed Premise 0 0 0 0
Drunk of Licensed Premise 2 2 0 0
OTHER Witness Tampering 0 0
PBT Refusal 0 0 0 0
0 0 0 0
OFFENSES AGAINST PERSON: CONTROLLED SUBSTANCES:
Assault DN 22 22 MICS I 0 0
Assault Non-Family 14 14 MICS II 0 0
Assault Police Officer 0 0 MICS III 0 0
Reckless Endangerment 2 2 MICS IV 2 2
Stalking 4 4 MICS V 0 0
Sex Assault 5 5 MICS VI 14 14
Sex Abuse 1 1 Other:
Robbery 0 0 0 0
OTHER: 0 0
Kidnapping 0 0 0 0
0 0 0 0
OFFENSES AGAINST
PROPERTY: WEAPON OFFENSES:
Theft 30 30 Misconduct Involving Weapons 8 8
Concealment of Merchandise 0 0 OTHER.
Burglary 2 2 0 0
Criminal Trespass 8 8 0 0
Vehicle Theft 0 0 0 0
Arson 0 0
0 0
Criminal Mischief 19 19 0 0
OTHER
0 0
Trespass Warning 65 65 0 0
Fraud 3 3
0 0
OBSTRUCTION OF PUBLIC
ADMINISTRATION: MISCELLANEOUS OFFENSES:
Resisting/Interfering w/Arrest 2 2 Probation Violation 7 7
Violating DV/Stalking Order 0 0 Warrant Arrest Misdemeanor 29 2 31
Interfere w/Report of DV 1 1 Warrant Arrest Felony 0 0
Unlawful Contact 0 0 Minor Possess Tobacco 3 3
Violate Condition of Release 1 1 OTHER:
Hindering/Compounding 2 2 Fireworks 0 0
Terrorist Threat 0 0 Curfew 4 4
Failure to Rgister Sex Offender 1 1
Other: INVESTIGATION:
Endanger Welfare Minor 0 0 Case Issue 2 I 2
False Report 3 3 0 l
Page 1 of 2
SEWARD POLICE DEPARTMENT WEEKLY STATISTICS
12/26/2010 - 12/31/2010
Prior Current Prior Current
Week Week
YTD YTD YTD YTD
TRAFFIC OFFENSES ADMINISTRATIVE
INFORMATION:
DWLS/R/C 21 21 Ambulance Dispatch 357 6 363
Failure to Show Proof of Insurance 105 1 106 Seward Fire Dispatch 244 S 250
Failure to Insure 3 3 Bear Creek Fire Dispatch 106 106
Speeding 44 2 46 Moose Pass Fire Dispatch 32 32
Failure to Stop-Stop Sign 28 28 Citizen/Motorist Assists 52 1 53
Failure to Obey Traffic Control 0 0 Civil Issues -Court Paperwork 45 45
Failure to Yield 2 2 Foot Patrol 431 4 435
Seatbelt- Driver 34 34 Found Property 100 100
Seatbelt- Passenger 5 5 Lost Property 71 71
Seatbelt-Child 1 1 Bike Patrol 4 4
Passing 5 5 Security Checks 9323 153 9476
Failure to Signal 1 1 Unsecured Premise 8 8
Reckless Driving 6 6 Vehicle Impounds 8 8
Negligent Driving 12 12 Electric Call Out 45 2 47
Verbal Warning 1215 13 1228 Sewer/Water Call Out 22 22
Written Warning 69 69 Public Works Call Out 13 13
Motor Vehicle Accidents 0 0 Missing Persons 19 1 20
Leaving Scene 7 7 Trash Warning 33 33
Damage Only 54 3 57 Animal: DOMESTIC 89 2 91
Injury 5 5 Animal: WILD 251 251
Fatality 0 0 Patrol Requests/Welfare Checks 515 4 519
OTHER: OTHER:
Driving Complaint 40 40 Alarm Response 38 1 39
Failure to Stop- Direction of Officer 1 1 REDDI 64 1 65
Failure to use Ignition Interlock Device 2 2 Agency Assists:OTHER
OL Requirements 5 5 AST 70 70
Littering 5 5 SVAC 16 16
Open Container 0 0 Seward Fire 3 3
Driving w/o Valid OL 10 10 Court/OCS 0 0
PARKING OFFENSES: NON-CRIMINAL:
Handicapped 14 14 Protective Custody 77 77
Fire Lane/Hydrant 4 4 Ex-Parte 3 3
Posted Prohibited 29 4 33 OTHER:
Abandoned Vehicle 18 18 Intoxicated Pedestrian 78 2 80
Time Limit 0 0 Suspicious Circumstances 60 60
OTHER: 0 911 Hangup/Misdial 167 4 171
Misc. Parking Viol. 32 32 0 0
0 0 SRO REQUESTS 0 0
EQUIPMENT OFFENSES &
REGISTRATION: COMBINED TOTALS:
Miscellaneous Equipment 14 1 15 Misdemeanor Arrests 233 5 238
Failure to Register Vehicle 22 22 Felony Arrests 15 15
Expired Registration 40 1 41 Citations 429 8 437
Improper Display 2 2 Case Reports 2076 18 2094
OTHER:
Improper Use of Reg/Title40 J
0 JAIL MAN DAYS: 959.5 I 7 1966.5
Page 2 of 2
Page 1 of 3
Johanna Kinney e
From: Michael Moriarty[sewarddentist@yahoo.com] J
Sent: Monday,January 10,2011 3:11 PM
To: Johanna Kinney;Johanna Kinney
Cc: Phillip Oates; Peggy and Dave Hamner; Mary Huss;John French;Sara A McDonald;Cindy Ecklund;Cindy Ecklund
(cindy_ecklund@alaskasealife.org); Mike Moriarty;Troy L. Ritter;Jane McGinley;Brad Whistler
Subject: FW:U.S. Environmental Protection Agency Daily Digest Bulletin
Hi Johanna-Please forward and/or print this out for Council for tonight's meeting-
I believe that some of the Council members are aware of the recent joint announcement from the U.S. Dept of Health&Social
Services, Centers for Disease Control,and the EPA regarding a proposed new recommendation for fluoride concentration for
community water fluoridation. The content contained in the attached email below is the actual verbage. Please read it at your leisure.
I know that you were inundated with a lot of information in 2008-2009 and this email contains a synopsis of that.
Please note that this recommendation by the DHHS/CDC/EPA is similar to the periodic review of any recommended
dosage. Recommended dosages for other things like Vitamin D,calcium,and iron have been adjusted in the past and will probably be
adjusted in the future.
The change is stemming from an increased digestion of fluoride from water and other sources like toothpaste, rinses,bottled water,
etc., resulting in an increase in the very mild and mild forms of enamel fluorisis. Fluorosis is not a disease. Fluorosis affects the way
teeth look.The Dean's Index characterizes fluorosis on five levels: questionable,very mild,mild,moderate,and severe. The
prevelence of the severe form is extremely low in the U.S.and usually in areas of naturally occurring fluoridation.
According to this article in Wikipedia(http://en.wikipedia.org/wiki/Dental fluorosis), "The critical period of exposure is between 1 and
4 years old;children (and adults)over age 8 are not at risk.fl11 In its mild form,which is the most common,fluorosis appears as tiny
white streaks or specks that are often unnoticeable.
If the water supply is fluoridated at the level of 1 ppm,one must consume one litre of water in order to take in 1 mg of fluoride. It is
thus improbable a person will receive more than the tolerable upper limit from consuming optimally fluoridated water alone.
ERY MILD-
In its mild form,teeth will have faint white lines or streaks that are not readily visible to most parents.
+ MILD
In the more moderate form,the teeth begin to show more visible white spots.
In 2002,the State of Alaska adjusted the recommend fluoride concentration level for all community public water systems to 1.0 mg/L,
with a control range of 0.7- 1.2 mg/L.
In closing, I'll repeat a paragraph in the announcement below and ask that you call or write anytime should there be any questions:
These actions will maximize the health benefits of water fluoridation, an important tool in the prevention of tooth decay while reducing
the possibility of children receiving too much fluoride. The Centers for Disease Control and Prevention named the fluoridation of
drinking water one of the 10 great public health achievements of the 20th century.
Thank you.
Maya E.B.Moriarty
Office Manager
Dr.Michael P.Moriarty, P.C.
P.O.Box 710
Seward,AK 99664
907.224.3071 telephone
907.224.6001 fax
1/10/2011
Page 2 of 3
From: U.S. Environmental Protection Agency[mailto:usaepa@service.govdelivery.com]
Sent: Friday,January 07,2011 10:41 PM
To: pesa@gci.net
Subject: U.S. Environmental Protection Agency Daily Digest Bulletin
You have requested to receive a Daily Digest e-mail from U.S.Environmental Protection Agency.
Message: 1
From:U.S.EPA<usaepa@govdelivery.com>
Date:Fri,7 Jan 2011 10:28:19-0600(CST)
Subject:Water News Release(HQ): EPA and HHS Announce New Scientific Assessments and Actions on Fluoride
CONTACTS:
HHS Office of the Assistant
Secretary for Health(OASH)--
Public Affairs
ashmedia@ hhs.gov
202-205-0143
EPA
Jalil Isa(Media Inquiries Only)
isa.jalil@epa.gov
202-564-3226
202-564-4355
FOR IMMEDIATE RELEASE
January 7,2010
EPA and HHS Announce New Scientific Assessments and
Actions on Fluoride
Agencies working together to maintain benefits of preventing tooth decay
while preventing excessive exposure
WASHINGTON–The U.S. Department of Health and Human Services(HHS)and the U.S. Environmental Protection Agency
(EPA)today are announcing important steps to ensure that standards and guidelines on fluoride in drinking water continue to
provide the maximum protection to the American people to support good dental health, especially in children.HHS is
proposing that the recommended level of fluoride in drinking water can be set at the lowest end of the current optimal range
to prevent tooth decay,and EPA is initiating review of the maximum amount of fluoride allowed in drinking water.
These actions will maximize the health benefits of water fluoridation, an important tool in the prevention of tooth decay while
reducing the possibility of children receiving too much fluoride.The Centers for Disease Control and Prevention named the
fluoridation of drinking water one of the 10 great public health achievements of the 20th century.
"One of water fluoridation's biggest advantages is that it benefits all residents of a community—at home, work, school,or
play,"said HHS Assistant Secretary for Health Howard K. Koh,MD, MPH. `Today's announcement is part of our ongoing
support of appropriate fluoridation for community water systems,and its effectiveness in preventing tooth decay throughout
one's lifetime."
"Today both HHS and EPA are making announcements on fluoride based on the most up to date scientific data,"said EPA
Assistant Administrator for the Office of Water Peter Silva. "EPA's new analysis will help us make sure that people benefit
from tooth decay prevention while at the same time avoiding the unwanted health effects from too much fluoride."
HHS and EPA reached an understanding of the latest science on fluoride and its effect on tooth decay prevention,and the
development of dental fluorosis that may occur with excess fluoride consumption during the tooth forming years,age 8 and
younger. Dental fluorosis in the United States appears mostly in the very mild or mild form–as barely visible lacy white
markings or spots on the enamel.The severe form of dental fluorosis,with staining and pitting of the tooth surface,is rare in
the United States.
There are several reasons for the changes seen over time,including that Americans have access to more sources of fluoride
than they did when water fluoridation was first introduced in the United States in the 1940s.Water is now one of several
1/10/2011
Page 3 of 3
sources of fluoride.Other common sources include dental products such as toothpaste and mouth rinses,prescription
fluoride supplements,and fluoride applied by dental professionals.Water fluoridation and fluoride toothpaste are largely
responsible for the significant decline in tooth decay in the U.S.over the past several decades.
HHS'proposed recommendation of 0.7 milligrams of fluoride per liter of water replaces the current recommended range of
0.7 to 1.2 milligrams.This updated recommendation is based on recent EPA and HHS scientific assessments to balance the
benefits of preventing tooth decay while limiting any unwanted health effects.These scientific assessments will also guide
EPA in making a determination of whether to lower the maximum amount of fluoride allowed in drinking water,which is set to
prevent adverse health effects.
The new EPA assessments of fluoride were undertaken in response to findings of the National Academies of Science(NAS).
At EPA's request,NAS reviewed new data on fluoride in 2006 and issued a report recommending that EPA update its health
and exposure assessments to take into account bone and dental effects and to consider all sources of fluoride. In addition to
EPA's new assessments and the NAS report, HHS also considered current levels of tooth decay and dental fluorosis and fluid
consumption across the United States.
Comments regarding the EPA documents, Fluoride: Dose-Response Analysis For Non-cancer Effects and Fluoride: Exposure
and Relative Source Contribution Analysis should be sent to EPA at FluorideScience@epa.gov.The documents can be found
at http://water.epa.gov/action/advisories/drinking/fluoride index.cfm
The notice of the proposed recommendation will be published in the Federal Register soon and HHS will accept comments
from the public and stakeholders on the proposed recommendation for 30 days at CWFcomments@cdc.gov. HHS is
expecting to publish final guidance for community water fluoridation by spring 2011.You may view a prepublication version of
the proposed recommendation at: http://www.hhs.gov/news/press/2011pres/01/pre_pub_frn_fluoride.html.
More information about the national drinking water regulations for fluoride:
http://water.epa.gov/drink/contaminants/basicinformation/fluoride.cfm
Q&A's on latest EPA actions on fluoride:
http://water.epa.gov/lawsregs/rulesregs/regulatingcontaminants/sixyearreview/upload/2011 Fluoride QuestionsAnswers.pdf
More information on EPA's fluoride assessment and to comment:
http://water.epa.gov/action/advisories/drinking/fluoride index.cfm
More information about community water fluoridation,information on tooth decay prevention and dental fluorosis:
http://www.cdc.gov/fluoridation.
Note: If a link above doesn't work,please copy and paste the URL into a browser.
View all news releases related to water
CUpdate your subscriptions,modify your e-mail address,or stop subscriptions at any time by clicking here to access your
�`r/ t Subscriber Preferences.You will need to use your e-mail address to log in.If you have questions or problems or need
��p assistance,please contact supportegovdelivery,com.
This service is provided to you at no charge by the U.S.Environmental Protection Agency.Visit us on the web at http://www.epa.gov/.
Sent by the U.S. Environmental Protection Agency• 1200 Pennsylvania Avenue NW• Washington DC 20460• 202-564-4355
1/10/2011
( - 10 — i
Th
KENAI PENINSULA BOROUGH
Computer Aided Dispatch
and Municipal Based PSAP
Participation
A Policy Whitepaper for the Kenai Peninsula
Borough
11/10/2010
This is an attempt to provide a framework that municipal based public service answering points can use
to determine their participation in the Kenai Peninsula Borough's computer aided dispatch (CAD)
project.
f
Page 1 of 20
Computer Aided Dispatch and Municipal Based PSAP Participation
A Policy Proposal
1. The Issue 2
2. Background 2
3. Considerations in Making the Decision 3
3.1. Evaluating need 3
3.2. Resolving cost responsibilities 4
3.2.1. Hardware Costs: 4
3.2.2. Initial software licensing 5
3.2.3. RMS Interfacing 5
3.2.4.Ongoing maintenance costs 6
3.2.5. Network cost and support 7
3.2.5. Server support 7
3.2.6.Training costs 7
3.3. Understanding and accepting hidden costs 8
3.3.1. Physical premise constraints. 8
3.3.2.Administrative overhead and staff commitment. 8
3.3.3. Basic local information technology support costs. 9
3.3.4. Ongoing training costs. 10
3.3.5. Future Enhancements and Interfaces 10
3.4. Coming to terms with the project timeframe 11
4. Action Blueprint for Municipal PSAPs 11
5. The Proposed Policy 13
6. Action Items for the Borough 15
7. Impact on the Memorandum of Understanding 16
Page 2 of 20
Computer Aided Dispatch and Municipal Based PSAP Participation
A Policy Proposal
The Kenai Peninsula Borough has embarked on a Computer Aided Dispatch implementation.The scope
of a CAD implementation (at this writing) has not been established.This is to say that the municipality
based public service answering points (PSAPS) have not decided as to whether or not they will
participate in the CAD implementation.
1. The Issue:
The uncertainty of CAD's implementation scope needs to be addressed to the point that the project can
carry forward. It is in everybody's best interest to clarify a framework that would allow for municipal-
based, public service answering points(PSAPS)to decide if they would like to utilize the services of the
CAD solution. It isn't practical for the Borough to demand an immediate decision, especially with the
lack of information provided to the municipal based PSAPS.The Borough's responsibility is to provide a
framework in which the municipal based PSAPs can reach a decision that serves their best interests. It is
the intention of this document to present a rational decision making framework for these PSAPS.
2. Background:
Over the course of the last several years the E911 public safety operations has been undergoing a
substantial upgrade in their service platform.This started with the Soldotna PSAP moving into their new
location in Soldotna.That was followed by replacing a failing, proprietary, 911 phone system with a
Voice-over-IP,network centric call taking system.
At this juncture the Kenai Peninsula Borough found itself in the position to utilize several grants to
implement a Computer Aided Dispatch system(CAD). Last spring the Borough issued a request for
proposal and received four responses from the market place. The Borough formed a selection
committee to review the RFPs.The selection committee elevated two finalists.The two finalists were
asked to provide a live "proof-of-concept" demonstration of their product.This took place during the
June timeframe. PSAP administrators, public safety responders, and interested parties were invited to
attend these sessions that took place in Soldotna. From these sessions a final selection was made and
intent-to-award letter was issued to New World Systems.
At this writing the Borough has finalized contract negotiation with New World.
Page 3 of 20
Computer Aided Dispatch and Municipal Based PSAP Participation
A Policy Proposal
3. Considerations in Making the Decision
All the PSAPS,regardless of their call volume, utilize some form of a dispatch system.At this point
though, no PSAP on the Peninsula has a "computerized" dispatch operation.This is to say that all
Peninsula based PSAPs currently employ some form of a "pencil and paper" system.
As stated earlier this document's purpose is to provide a decision framework for the municipal based
PSAPs.To build this framework we need to discuss and consider a set of issues.These issues form the
foundation for this decision framework. For some of these issues it is the Borough's responsibility to
provide clear resolution (i.e.; resolving upfront cost responsibilities). For other issues the responsibility
falls on the municipal based PSAPs to recognize and resolve them (i.e.; an honest evaluation of need).
The basic considerations:
1. Evaluating need.
2. Resolving cost responsibilities.
3. Understanding and accepting hidden costs.
4. Coming to terms with the project timeframe.
3.1. Evaluating need:
Do the municipality based PSAPs want CAD? Do they need CAD?One thing is apparent. CAD,as
a formal computer-based tool,carries with it varying degrees of necessity. For a PSAP,with the
call volume of Soldotna's,the tool is long overdue. No other PSAP in the State,that operates at
the call volumes that Soldotna does,operates without a"formal"computer aided dispatch
system. Soldotna's need for CAD is only amplified by the numbers and variety of agencies they
dispatch.
Yet,while Soldotna's needs are certain,that assumption cannot be applied to the other PSAPS.
During the process of evaluating potential CAD vendors it became clear that a computer-based
CAD system will likely alter a PSAPs business practices(in some cases subtly, in some cases not
so subtly).The procedure for handling an E911 call will definitely change with the addition of
CAD. CAD will present capabilities that will in turn demand additional practices and procedures
to augment those capabilities.CAD may even force the PSAP administrator to examine
segregation of duties at some point in the future.
The question the municipal-based PSAPs need to ask themselves is "Is it worth it?". Some PSAPs
may find that, at their staffing levels,CAD induced changes bring negative impact to their
business practices.On the other hand they may find that computer-based CAD will bring cost
Page 4 of 20
Computer Aided Dispatch and Municipal Based PSAP Participation
A Policy Proposal
effective efficiencies that may make them wonder how they did without it.This type of
operational analysis can only be done at the root level.
While the municipalities are evaluating need they should also consider the impact beyond the
immediate.They may need to expand their analysis to include their responder base. CAD brings
with it an element of information sharing for the responders.This can take the form of secured
web-based access of incident information as well as vehicle based CAD units(commonly
referred to as MDTs—mobile data terminals).This later feature is predicated on wireless
network availability(which may be more prevalent in markets where the tighter confine make it
more feasible, such as a city).While mobile responder based CAD is outside the scope of this
immediate project a municipal based PSAP may want to consider its potential value at this
decision point.
Summary:The need for a CAD system cannot be assumed. Its value must be qualified and this
can only be done by the municipality itself.
3.2. Resolving cost responsibilities:
Cost is no doubt pivotal in a municipality-based PSAP's assessment. Fortunately these
numbers are easy to quantify.Typically the upfront, "obvious" costs in a project like this are:
a. Hardware costs.
b. Initial software licensing.
c. RMS Interfacing.
d. Ongoing maintenance costs.
e. Network support.
f. Server support
g. Training costs.
3.2.1. Hardware Costs: As we analyze hardware cost we see that the vast
majority of these costs are concentrated centrally.Allow me to explain.The system we've
selected, New World, is designed around a central service distribution concept. This is to
say that most of the processing(heavy lifting) is done on servers at a Borough, network
central, location.One centralized set of server based architecture, along with another
centrally located set of redundant servers, handles the vast majority of CAD processing for
Page 5 of 20
Computer Aided Dispatch and Municipal Based PSAP Participation
A Policy Proposal
the entire system. In a project of this scope the number of participating PSAPS does not
have a big hardware impact.The cost for this centralized build-out makes up the
overwhelming majority of the hardware costs.This leaves the cost of workstations as being
the only hardware relevant consideration for the inclusion of municipality-based PSAPS.At
current projected hardware costs a two(2) seat municipality-based PSAP's workstations
would represents less than 2%of the total overall hardware costs.
Summary:The Borough will cover the cost of two workstations for the municipality and all
hardware based CAD service delivery elements needed for application functionality. CAD
service delivery elements would include any element of the network infrastructure or server
component needed to bring core functionality to the municipality.
3.2.2. Initial software licensing:The framework for the initial software licensing
follows closely to the hardware proportions. New World licenses their product with the
major emphasis on functionality components and minimalizes seat count licensing.This is to
say that very little of the overall licensing costs are relevant to the inclusion of a
municipality-based PSAP. The licensing costs to include a two station PSAP would amount
to 5.3%of the total licensing costs.The Borough has purchased enough licenses to cover
two seats at each municipal based PSAP. If at some point in the decision framework the city
chooses to decline participation then those relevant licensing monies will be applied to
other areas of product functionality(i.e.;future mobile costs).
Summary:The Borough will provide the licensing needed for the PSAP's two workstation
participation in the CAD system. In addition the Borough will provide the licensing for the
core functionality of the system(in essence everything the PSAP needs from a licensing
perspective).
3.2.3. RMS Interfacing:As stated, CAD systems are designed to collect 911 call
based information, enhance the service to the caller,and manage the response effort.They
are not designed to comply with mandated reporting requirements and general analysis
needs.That is the responsibility of a Records Management System (RMS). The RMS typically
draws upon (imports) information that is initially collected by the CAD system. Once that
information is resident within the records management system the agency is free to add and
embellish it to meet their required needs(i.e.;follow up investigative work,specifics
regarding incident resolution, etc.).This relationship implies that it is beneficial to have a
one-way,automated,interface between the CAD system and the RMS of choice, if for no
other reason than to eliminate redundant data entry.
Page 6 of 20
Computer Aided Dispatch and Municipal Based PSAP Participation
A Policy Proposal
There are many RMS systems on the market and furthermore there is an extensive variety
utilized within the Peninsula.The range extends from pencil and paper, Excel spreadsheets,
to formalized systems. Furthermore it appears to be prevalent that each individual
responder has the latitude to select the RMS of their choice.
There has been an effort after September 11, 2001 to standardize emergency response
information sharing amongst agencies. Unfortunately that effort does not appear to have
has fully evolved.As a result,effort (expended resource) is required of both the RMS
provider and the CAD provider to consummate this desired automatic interface.
The CAD vendor that the Borough selected optionally offers a formatted file interface (XML)
that the RMS vendors can import.This file contains comprehensive information pertaining
to the emergency incident and offers a substantial "bootstrap" in entering incident
information into a RMS. Furthermore the CAD provider will offer standard transport
mechanics (secured FTP, or secured Web Services).Additionally they will collaborate with
the RMS provider to develop the interface framework,design transfer frequencies, and test
the interface.
It must be clearly understood though that the burden of loading the transferred
information into the RMS is that of the RMS vendor. Once again CAD will differentiate the
agency's information from other CAD information,format and extract it, and make it
available.After that the RMS vendor is the only one who can populate their exclusive file
structures.
It should also be mentioned that the Borough will also provide secured web based access to
incident information via the internet.This information will be filtered relevant to a user's
logon credentials so that they can only see information relevant to their agency.This may
serve as a form of a RMS to smaller agencies that do not employ a full featured RMS.
Summary:The Borough will cover the cost of the CAD vendor's effort in the RMS integration
development (filtering and providing the relevant data). Each municipality/responder owns
and is responsible for maintenance and support to their individual RMS.This may either be
through a contractual arrangement or a time and materials basis. Because these
arrangements are numerous and varied and because the business relationships are
previously defined it will be the municipalities' responsibility to assume any costs that their
RMS charges.for the importation into their RMS. It will be the responsibility of the
municipalities to oversee and manage the efforts of their respective RMS providers in this
effort.
Page 7 of 20
Computer Aided Dispatch and Municipal Based PSAP Participation
A Policy Proposal
3.2.4. Ongoing maintenance costs: Maintenance costs reflect an annual charge for
product upgrade and technical support. From a practical perspective these costs are not
discretionary. New World supplies the first year of maintenance at no charge but this isn't
exactly what it appears to be.The free year of maintenance starts with the delivery of the
product to the site, not the actual "go-live"date.This can be upwards of a six month
overlap.The users of this system will see the invoice for the second year of maintenance
come due mid-way through the first year of functional use.
Maintenance and support costs proportionally follow the same framework that product
licensing does.That is to say that the cost formula for maintenance charges is predicated
primarily around the central service component of the product with only a small fraction
relevant to the endpoints (i.e.; PSAP workstations). A PSAP relevant percentage of the cost
is approximately xx%of the total maintenance charge.
It must be stated that maintenance costs are operational costs and thus outside the scope
of grant funding.Any proposed long term financing of this cost would need, at the very
least,Assembly consideration.
Summary:The Borough will seek Assembly approval to cover the maintenance costs for
cities for the first five(5)years of system use.At the conclusion of that time the
municipalities and Borough will reconsider the issue.
3.2.5. Network cost and support:As stated earlier, New World uses a centralized
application service concept.This places a great deal of responsibility on the network
element do deliver the processing results to the outlying area (workstations). Typically in
projects like this, network build costs represent a huge element of the overall cost.We are
fortunate here.Several years ago the Borough and PSAPs implemented a new E911 call
taking system.This system uses "voice-over-IP"to deliver E911 calls.This means that these
mission critical calls are being delivered over a data network.This network is exclusive to
public safety based traffic and was over-built because of its mission critical usage.This
network's end-points are the same PSAPs that the CAD traffic would be delivered on.The
reoccurring costs for this network are directly absorbed by the Borough within current
arrangements. In addition all support and maintenance of the network is the responsibility
of the Borough.
Summary: Because of the network need for centralized management,the fact that the
network is in-place, and reoccurring costs are an existing Borough responsibility; any
network costs relevant to CAD will be absorbed by the Borough.This responsibility will
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extend to the switch ports at the local PSAPs. Local wiring issues within the premises will be
considered a PSAP responsibility.
3.2.6. Server cost and support: In this centralized service architecture the servers
play a crucial role. Regardless of participation scope these servers are integral to system
functionality.
Summary:The Borough will acquire and maintain all servers needed for application
functionality, as outlined in the RFP.
3.2.7. Training costs:The basis for training in this system is the "train the trainer"
concept.This is where the vendor extensively trains selected users in system functionality.
In turn this individual(s) is responsible to conduct training at the root user levels or
wherever applicable.The real consideration for the municipal based PSAPS is staff overhead
issues (see 3.3.2.Considerations: Understanding and accepting hidden costs: The cost of
localized administrative overhead and staff commitment).
Summary:The Borough will guarantee to the cities at least one seat(more if feasible)to all
train-the-trainer classes as well as any other training that takes place within the scope of the
formal project. Non "train-the-trainer" instruction will be made available to all dispatchers
within the timeframe of the project.Training costs beyond the time frame of the project will
be the responsibility of the pertinent municipality
3.3. Considerations: Understanding and accepting hidden costs.
It is imperative that the Borough help the municipality-based PSAPs uncover these"not-so-
obvious"costs and understand their impact. This type of resource expenditure is uniquely
localized to each PSAP. What follows is a list of likely cost considerations that could have
localized impact:
a. Physical premise constraints.
b. Administrative overhead and staff commitment.
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c. Basic local information technology support costs.
d. Ongoing training costs.
e. Future Enhancements and Interfaces
3.3.1. Physical premise constraints. Many of the regional PSAPs are located in
buildings where space is at a premium. A CAD implementation will further acerbate this
issue. It will introduce two additional desktop computers,each with two displays at each
call taker station.These workstations will bring with it wiring needs.The wiring, in and of
itself, isn't huge but in the context of an environments where wiring is already an
afterthought it certainly warrants local consideration.The PSAPS will need to evaluate their
space concerns carefully in that it may be the mitigating factor in their decision.
3.3.2. Administrative overhead and staff commitment. It is common for multiple
jurisdictions(PSAPs)to reside within the common framework of a single CAD system. In
spite of this consolidated model,today's CAD vendors understand the need for high levels
of autonomy for each jurisdiction within this framework.This level of autonomy places a
burden on each PSAP administrator to understand the system thoroughly from an
administrative perspective. This understanding is critical because each PSAP will design
tables, build work flows,and establish presentation layouts that complement their specific
business process.This is typically referred as the "administrative build".A PSAP's
commitment to the design and development of the administrative build represents a
substantial time commitment.Typically this commitment is in the form of a trusted, admin
level, employee being dedicated to the project for a substantial number of hours.This level
of commitment has been echoed by virtually every jurisdiction we've talked to in the
country that have been through a CAD project.
The PSAP staff member must be capable of making design decisions relevant to that
specific PSAP's business process. Not acknowledging the magnitude of this investment
typically leads to unmet expectations and project failure.Today it is more common place
that the administrative build commitment is a contractual requirement made to the
vendor, prior to the start of project. The Borough anticipates that its PSAP admin will need
to back fill their position to meet this obligation.
At this writing the Borough cannot offer a specific time requirement needed from the
municipal based PSAP admin.This aspect will become more apparent in the planning phase
of the project.
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3.3.3. Local information technology support costs.As previously mentioned the
Borough will provide support for centralized services and distribution of those services(i.e.;
servers and networks). Beyond this level of support there is another element of support to
consider.That is the physical support of the workstation.Typically this is referred to as
"break/fix" support.When hard drives fail they will need replacement and system
rebuilding.When screens become nonfunctional they will need to be replaced.
We will propose that the municipalities provide their PSAP's any break/fix support needed.
The Borough and the vendor will, never-the-less, need to provide some aspects of
workstation support.The vendor will obviously be supported the application on the
workstation.The Borough's commitment to workstation support will be to insure
workstations are safe from virus and malware threats via network delivered management
(as well as protecting the rest of the network from a compromised local segment.These
forms of management are best executed in a network setting.
As CAD evolves into the future there may even be more relevant implications. If a PSAP
chooses to place CAD capabilities in responder vehicles then that would unveil a whole new
user segment (responders) and new hardware forms (MDTs)that will require localized
support.
The municipal based PSAPs will need to provide break/fix IT support at the local level.This
will include the labor and cost of replacing individual hardware components.This will
extend to replacing total workstation units as they age beyond the point of useful
functionality.
3.3.4. Ongoing training costs. Ongoing training refers to training costs after the
timeframe of the formal CAD project. Ongoing training isn't a new phenomenon to the
PSAPs. It is safe to assume that the benefits that a computerized base CAD system brings
will also demand a substantial knowledge spin-up for new employees.Adding a formalized
CAD process to the operation would certainly expand the training commitment.The
municipal PSAPs would be responsible for training costs beyond the timeframe of the CAD
project.
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3.3.5. Future Enhancements and Interfaces. Last of all, if a municipal based PSAP
participates in the project they should be aware that there may be future cost
considerations within the system itself. For example a change or upgrade in a municipality's
Record Management System(RMS)would likely mean out-of-pocket costs to the CAD
vendor for interfacing the systems.
There is also functionality that the chosen CAD vendor offers that is outside the scope of this
project.An example of such is the mobile responder element. If a municipal based PSAP
chooses to adopt additional functionality,and it is exclusive to them,then the likelihood is
that they would be financially responsible.
3.4. Coming to terms with the project timeframe.
The last issue regarding the project is one of time. Because of grant constraints the project
must be completed within a defined time frame.The last grant expires in late summer/
early fall of 2011.
By any definition this is an aggressive timeframe.The project needs to move forward if it is
to have any chance of success. Unfortunately this time constraint doesn't lend itself to the
municipal based PSAPs making a CAD participation decision. Based on their brief exposure
the prudent choice may be to reject participation.
What the Borough will do:
1. Move aggressively forward with the implementation.
2. Design into the implementation a means in which an uncommitted PSAP can fully
participate as if they were fully vested in the project.This allows the uncommitted PSAP
first hand insight into CAD functionality and allows them ascertain benefit and
applicability.The PSAP would carry with it the same responsibilities to the project that a
fully committed PSAP would.The cost to the municipal based PSAP would be a
substantial commitment in staffing time.
3. Design into the project schedule a decision point in which the municipal based PSAP
must declare the intention to the project. If they choose to go forward they will have
already made a substantial investment in the upfront time needed for successful project
implementation.Also if they choose to go forward the Borough will make the necessary
commitments to the PSAP as defined in the policy.
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4. Action Blueprint for Municipal PSAPs
If the administration of a municipal based PSAP has determined that there is no value in
CAD participation then that decision will be honored. If at some point down the road the
municipal based PSAP feels CAD would be a tool they need the Borough will welcome their
inclusion. If this was to take place there would be ancillary costs, incurred by the municipal
based PSAP.An example of these ancillary costs could be purchase of new workstations,
vendor costs from the provider to assist in the implementation, and training costs. No doubt
these ancillary costs would still represent a substantial bargain if those are the costs to bring
tier one, CAD functionality to their operation.
If a PSAP isn't sure that CAD is for them then they first need to explore their needs and
evaluate the hidden cost elements that were explained earlier. If the municipal based PSAP
cannot come to terms with these issues then that would indicate that they are not ready to
move forward. Once again that doesn't preclude them from PSAP participation in the future.
Rather it would mean that their integration would be done outside the scope of this grant
driven effort.
On the other hand, if the considering PSAP is undecided the Borough would offer them a
decision points that would occur within the heart of the project.This is to say the
considering PSAP will make all the commitments to the project as if they were planning to
adopt the product. These commitments would include staffing time in RMS interface
planning, build design participation,etc.This will require substantial commitment from a
decision level PSAP staff member and they will be considered a full participant from a team
perspective.Their input and contributions will not be diminished because of their undecided
state.At some point a commitment will needed to be declared. I would recommend that no
later than step 8 of the project(Step 8-Provide Customer Agreement Deliverables)that a
PSAP declare their intention.
At this writing calendar specifics are not in place but step 8 represents approximately 60%
through the process (see Appendix A Sample Project Plan). By step 8 the municipal based
PSAP should have an extensive insight of CAD.This insight,coupled with the following
proposed policy,that clearly defines cost responsibilities,should give the municipal based
PSAP all the tools to make a responsible decision.
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It is understood that an uncommitted municipal based PSAP can decline out of the project at
any time up to step 8. If an uncommitted PSAP does not fully participate in the project up
through step 8 than that shall be construed as declined participation.
Finally it is possible that the scope of participation could impact scheduling.The portion of
the project that is most affected would likely be the go-live scheduling.We may find that a
graduated go-live is the best solution where the Soldotna PSAP goes first and the
subsequent municipal based PSAPs follow.This will be determined in the planning phase.
5. The Proposed Policy:
Because of the timelines the Borough needs to move aggressively forward.Yet at the same time
we need to be sensitive to the business decision we're asking the municipalities to make. We
need to clarify their decision making by being definitive in expectations and requirements.What
follows is a basis for a proposed policy:
It will be the responsibility of the municipalities to determine their need for CAD and the
impact of CAD on their business operations.The Borough will make every effort to assist or
provide needed information.The municipality shall be solely responsible for their findings.
The municipality will also be solely responsible for all costs CAD may incur that are not
specifically defined as Borough responsibility in this document(or MOU).Those costs may be,
but not pertain exclusively to, premise issues,system administration,staffing, basic IT costs,
ongoing training,and future system enhancements exclusive to their use.
The Borough will aggressively move forward with the project yet still make every effort to
extend the decision making time frame for undecided PSAPs.
Contingent on a municipality fully participating in the project, up to the point they declare their
intention(participation specifics to be defined in the project planning phase)the Borough will
extend that municipality the opportunity to defer their decision to participate to no later than
step eight of the fourteen step project(specific date of step 8 will be determined in the
project's planning phase). If the municipality declares their intent to participate by step 8 the
Borough will:
1. Cover the cost of two workstations for the municipality and all hardware based CAD
service delivery elements needed for application functionality.CAD service delivery
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elements would include any element of the network infrastructure or server component
needed to bring base functionality to the municipality.
2. Cover all initial licensing costs for basic CAD functionality as billed by New World
Systems.
3. Provide support for the network functionality that the CAD system runs on.This would
include the cost of switches and routers as well as troubleshooting and support.
4. Provide at least one seat(at a minimum)for all training that New World will provide to
the Borough.This will be "train the trainer" based training so the assumption is that the
individual will be the municipality's CAD trainer.The option to participate in training will
be left open to the municipality based PSAP, even if they do not declare their intent to
participate by step 10 of the project.
5. Assume the cost of providing incident based data to the agency's RMS for their
integration into said system. It will be the municipality's responsibilities to work with
their RMS providers to assume integration costs from that point forward.
6. Pay for maintenance and support costs through year five of system use. This only
applies to maintenance costs relating to system functionality as stated in the original
RFP.The Borough reserves the right to reconsider this option at the end of year five of
the product's use.
The option to participate will be extended to the municipalities beyond step eight of the grant
based project. If the municipality chooses to declare their participation after step eight of the
project the above offerings cannot be guaranteed.
If the municipality chooses to participate they will be responsible for all other costs, including,
but not limited to,those referenced in this document as hidden costs(building space,system
administration, break/fix IT support, and ongoing training costs).
If a PSAP chooses to participate the Borough will work with the entity to determine a go-live
date.This date may be after the Borough sponsored PSAP goes live.Go-live expenses that may
incur after the grant based project may be the responsibility of the municipality.
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6. Impact on the Memorandum of Understanding
Initially a memorandum of understanding(MOU)was developed to serve as the basis to
negotiate a working CAD agreement between the municipalities and the Borough. I would argue
that the MOU still serve as the basis of agreement.
The question is,if this proposed policy is accepted,how would it impact the MOU?
The answer is that this proposed policy is very consistent with the language in the MOU.While
the MOU can serve as a formal declaration of agreement the policy actually serves as a detailed
white paper,whose role is to delineate and clarify.
One area that may need minor review is section 8. Section 8 of the MOU speaks to equipment
ownership. It says that all equipment"purchased by the Borough shall remain property of the
Borough".This is well and good but if a workstation breaks we're requiring the city to provide the
parts and labor to fix it. It may be best if we leave section 8 out altogether.
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Appendix A. A Sample Project Plan (no detail)
Note:The dates in no manner reflect actual dates.Those will be ascertained in the plan phase.Appendix A serves to give the
reader a proportional sense of the overall project. In addition the actual project plan will detail each step extensively.
Kenai Peninsula Borough, AK CAD Project
Project
Start 12/1/2010
Initiation Phase
1-Conduct Kick Off Activities 12/10/2010
Approval to Proceed To Planning Phase 12/10/2010
Planning Phase
2-On-Site Discovery/Planning Meeting 12/20/2010
3- Perform Software and System Analysis 12/27/2010
4-Complete and Approve Project Plan 1/10/2010
Approval to Proceed to Construction Phase 1/10/2010
Construction Phase
5-Technical System Setup 1/20/2010
6-Aegis Build 4/21/2010
7- Data Conversion (not required) 4/21/2010
8-Provide Customer Agreement Deliverables 5/11/2010
9-Perform Functional Design Review 5/19/2010
10-Verify and Validate Readiness 6/10/2010
Approval to Proceed to Transition Phase 6/10/2010
Transition Phase
11-Conduct User Training 6/17/2010
Agreement to Go Live 6/17/2010
12-Conduct Go-Live 6/30/2010
13- Post Go-Live Activities 7/21/2010
Approval to Proceed to Closing Phase 7/21/2010
Closing Phase
14-Transition to Account Management 7/25/2010
Project Complete 7/25/2010
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Appendix B. SSMA (maintenance) Cost Projections
5 Year SSMA Cost Impacts Regarding Municipal based PSAPs
Cost per year for workstation $ 1,200.00
Cost per year for PSAP(2 workstations) $ 2,400.00
KPB with No Municipal Based PSAPs
Total 5 year cost-just KPB(8 workstations) $ 192,366.00
KPB with One Municipal Based PSAPs
Total 5 year cost KPB+1 additional PSAP(8+2 workstations) $ 201,966.00
5 Year cost of additional PSAP $ 9,600.00
Percentage of total expended for 1 additional PSASP 4.753%
KPB with Two Municipal Based PSAPs
Total 5 year cost KPB+2 additional PSAPs(8+4 workstations) $ 211,566.00
5 Year cost of 2 additional PSAP $ 19,200.00
Percentage of total expended for 2 additional PSASP 9.075%
KPB with All Municipal Based PSAPs
Total S year cost KPB+all PSAPs(8+6 workstations) $ 221,166.00
5 Year cost of 3 additional PSAP $ 28,800.00
Percentage of total expended for 3 additional PSASP 13.022%
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Appendix C. A Policy Summary
Because of the timelines the Borough needs to move aggressively forward. Yet at the same time
we need to be sensitive to the business decision we're asking the municipalities to make. We
need to clarify their decision making by being definitive in expectations and requirements. What
follows is a policy to a:
It will be the responsibility of the municipalities to determine their need for CAD and the
impact of CAD on their business operations.The Borough will make every effort to assist or
provide needed information.The municipality shall be solely responsible for their findings.
The municipality will also be solely responsible for all costs CAD may incur that are not
specifically defined as Borough responsibility in this document(or MOU).Those costs may be,
but not pertain exclusively to, premise issues, system administration, staffing, basic IT costs,
ongoing training, and future system enhancements exclusive to their use.
The Borough will aggressively move forward with the project yet still make every effort to
extend the decision making time frame for undecided PSAPs.
Contingent on a municipality fully participating in the project, up to the point they declare their
intention (participation specifics to be defined in the project planning phase),the Borough will
extend that municipality the opportunity to defer their decision to participate to no later than
step eight of the fourteen step project(specific date of step 8 will be determined in the
project's planning phase). If the municipality declares their intent to participate by step 8 the
Borough will:
1. Cover the cost of two workstations for the municipality and all hardware based CAD service
delivery elements needed for application functionality. CAD service delivery elements would
include any element of the network infrastructure or server component needed to bring base
functionality to the municipality.
2. Cover all initial licensing costs for basic CAD functionality as billed by New World Systems.
3. Provide support for the network functionality that the CAD system runs on.This would include
the cost of switches and routers as well as troubleshooting and support.
4. Provide at least one seat(at a minimum)for all "train-the-trainer"training that New World
will provide to the Borough.Training outside the scope of the train-the-trainer concept will be
made available to all relevant PSAP personal. The option to participate in training will be left
open to the municipality based PSAP, even if they declare their intent to not participate in the
project.
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5. Assume the cost of providing incident based data to the agency's RMS for their integration
into said system. It will be the municipality's responsibilities to work with their RMS providers
to assume integration costs from that point forward.
6. Pay for maintenance and support costs through year five of system use.This only applies to
maintenance costs relating to system functionality as stated in the original RFP.The Borough
reserves the right to reconsider this option at the end of year five of the product's use.
The option to participate will be extended to the municipalities beyond step eight of the grant
based project. If the municipality chooses to declare their participation after step eight of the
project the above offerings cannot be guaranteed.
If the municipality chooses to participate they will be responsible for all other costs, including,
but not limited to,those referenced in this document as hidden costs(building space,system
administration, break/fix IT support, and ongoing training costs).
If a PSAP chooses to participate the Borough will work with the entity to determine a go-live
date.This date may be after the Borough sponsored PSAP goes live. Go-live expenses that may
incur after the grant based project may be the responsibility of the municipality.