Yeca JPA Service Review - Adopted 03.28.19

2019 JPA SERVICE REVIEW FOR THE Yolo Emergency Communications Agency (YECA) YOLO LOCAL AGENCY FORMATION COMMISSION ADOPTED March 28, 2019 YOLO LAFCO JPA SERVICE REVIEW Project Name: JPA Service Review for the Yolo Emergency Communications Agency (YECA) JPA LAFCo Project No. 050 Conducted By: Christine Crawford, Executive Officer Yolo Local Agency Formation Commission 625 Court Street, Suite 107 Woodland, CA 95695 Date: Adopted March 28, 2019 Subject Agency: Yolo Emergency Communications Agency Agency Address: 35 N Cottonwood Street Woodland, CA 95695 Agency Contact Person: Dena Humphrey, Executive Director Date of Last JPA Service N/A Review Adopted by LAFCo Yolo LAFCo Yolo Emergency Communications Agency (YECA) Adopted March 28, 2019 i YOLO LAFCO JPA SERVICE REVIEW Contents JPA SERVICE REVIEW BACKGROUND ......................................................................................................... 1 ROLE AND RESPONSIBILITY OF LAFCO ........................................................................................................ 1 PURPOSE OF A JPA SERVICE REVIEW .......................................................................................................... 1 AGENCY PROFILE ............................................................................................................................................. 2 JPA SERVICE REVIEW ...................................................................................................................................... 5 POTENTIALLY SIGNIFICANT DETERMINATIONS ............................................................................................... 5 LAFCo JPA SERVICE REVIEW: ........................................................................................................................... 5 1. GROWTH AND POPULATION .................................................................................................................... 5 2. CAPACITY AND ADEQUACY OF PUBLIC FACILITIES AND SERVICES .................................................. 6 3. FINANCIAL ABILITY ................................................................................................................................... 10 4. SHARED SERVICES AND FACILITIES ........................................................................................................ 17 5. ACCOUNTABILITY, STRUCTURE AND EFFICIENCIES ............................................................................. 19 6. OTHER ISSUES ............................................................................................................................................ 23 ATTACHMENTS ................................................................................................................................................ 23 Yolo LAFCo Yolo Emergency Communications Agency (YECA) Adopted March 28, 2019 ii YOLO LAFCO JPA SERVICE REVIEW JPA SERVICE REVIEW BACKGROUND ROLE AND RESPONSIBILITY OF LAFCO The Cortese-Knox-Hertzberg Local Government Reorganization Act of 2000, as amended (“CKH Act”) (California Government Code §§56000 et seq.), is LAFCo’s governing law and outlines the requirements for preparing Municipal Service Reviews (MSRs). MSRs and SOIs are tools created to empower LAFCo to satisfy its legislative charge of “discouraging urban sprawl, preserving open-space and prime agricultural lands, efficiently providing government services, and encouraging the orderly formation and development of local agencies based upon local conditions and circumstances (§56301). CKH Act Section 56301 further establishes that “one of the objects of the commission is to make studies and to obtain and furnish information which will contribute to the logical and reasonable development of local agencies in each county and to shape the development of local agencies so as to advantageously provide for the present and future needs of each county and its communities.” While MSRs are not legally required of Joint Powers Agencies/Authorities, LAFCo has been requested by the cities and County (i.e. JPA member agencies) to provide MSR-like service reviews of selected types of JPAs in the county. LAFCo has the authority to furnish informational studies and analyzing independent data to make informed recommendations regarding the efficient, cost-effective, and reliable delivery of services to residents, landowners, and businesses via these JPAs. With this intention, LAFCo has modified its MSR checklist to conduct service reviews of JPAs. PURPOSE OF A JPA SERVICE REVIEW LAFCo has broad discretion in conducting informational studies, including geographic focus, scope of study, and the identification of alternatives for improving the efficiency, cost-effectiveness, accountability, and reliability of public services. The intent of the JPA Services Review is to provide a comprehensive inventory and analysis of the services provided by local JPAs, service areas, and evaluation of the finances, structure and operation of the local agency and discuss possible areas for improvement and coordination. From the state required MSR determinations, the following determinations remain relevant to the comprehensive inventory and analysis of local JPAs (there is a disadvantaged unincorporated communities determination for MSRs that is not applicable to JPAs): 1. Growth and population projections for the service area; 2. Present and planned capacity of any public facilities, adequacy of services, and infrastructure needs or deficiencies; 3. Financial ability of agencies to provide services; 4. Status of, and opportunities for, shared services and facilities; 5. Accountability for community service needs, including governmental structure and operational efficiencies; and 6. Any other matter related to effective or efficient service delivery, or as required by commission policy. The JPA Service Review is organized according to these determinations listed above. Information regarding each of the above issue areas is provided in this document. Yolo LAFCo Yolo Emergency Communications Agency (YECA) Adopted March 28, 2019 1 YOLO LAFCO JPA SERVICE REVIEW AGENCY PROFILE The Yolo Emergency Communications Agency is a Joint Powers Authority that was established in 1988. (as the Yolo County Communications Emergency Services Agency) The agency was formed as a consolidated 9-1-1 Public Safety Answering Point (PSAP) to provide dispatch services for police, fire, animal control, public works and other local government agencies. Historically, the JPA handled the hazardous material disclosure program from 1992 to 2000 when it was then transferred to Yolo County Environmental Health. It also housed the Office of Emergency Services up until its transfer to the County in 2006. YECA is governed and operated through an intergovernmental agreement between Yolo County, the cities of West Sacramento, Woodland and Winters, and the Yocha Dehe Wintun Nation. The Agency is governed by a five-member Board of Directors with one representative from each member agency. Board members are comprised of agency staff members that are appointed by their jurisdiction’s governing body. The Board of Directors adopts an annual meeting calendar which generally meets on the first Wednesdays of each month. YECA’s Mission: “Yolo Emergency Communications Agency, a multi-agency public partnership, with highly-trained professional staff working cooperatively with police, fire and other emergency service personnel, will effectively use technology to provide the highest quality emergency communication and dispatch services to the public it serves.” YECA is the 9-1-1 PSAP for most of Yolo County. YECA provides dispatch services for the following agencies: JPA Members: YC Fire Protection Districts Other: (FPDs): City of West Sacramento Capay FPD Arbuckle FPD (Colusa County) City of Winters Clarksburg FPD Robbins FPD (Sutter County) City of Woodland Dunnigan FPD UC Davis Fire Department Yocha Dehe Wintun Nation Elkhorn FPD Yolo County Esparto FPD Knights Landing FPD Madison FPD West Plainfield FPD Willow Oak FPD Winters FPD Yolo FPD Zamora FPD Yolo LAFCo Yolo Emergency Communications Agency (YECA) Adopted March 28, 2019 2 YOLO LAFCO JPA SERVICE REVIEW YECA Service Area Yolo LAFCo Yolo Emergency Communications Agency (YECA) Adopted March 28, 2019 3 YOLO LAFCO JPA SERVICE REVIEW The agency utilizes both 800 MHz and VHF public safety radio systems to dispatch police and fire agencies. YECA currently uses Motorola Vesta 9-1-1 phone system, and a Tri Tech Computer-Aided Dispatch and Mobile system. YECA handles over 300,000 inbound/outbound calls a year, and dispatches an average of 165,000 law calls, 28,000 fire calls, and Types of Calls about 10,000 animal control and support services calls annually. Law Enforcement In 2004, YECA became the first PSAP in Fire/Medical Northern California to answer wireless 9-1-1 calls directly from the Animal Control public. In Oct 2018, YECA began accepting Social Services/Mental 9-1-1 call via text Health message, allowing Other increased accessibility for the deaf, hearing and speech impaired and those in need of assistance when voice could compromise their location. As of the fiscal year 2018/19 budget, the JPA has 46 authorized positions in two divisions: Administration and Operations as shown below. YECA is in the process of filling these positions. Dispatch personnel require in-depth background checks and 18-24 months of on the job training, so an extended hiring process is required. Authorized Positions FTE Filled FTE Authorized Executive Director 1 1 HR/Fiscal Administrator 1 1 Senior Administrative Specialist II 1 1 Operations Manager 1 1 Dispatch Supervisor 4 4 911/Public Safety Dispatcher I/II 24 26 911/Public Safety Dispatcher III 4 4 Dispatch Assistant 4 5 IT Systems Manager 1 1 Systems Administrator 1 1 IT Specialist 1 1 Total 43 46 YECA fields all the 911 calls, including landline, mobile phone and text generated calls for service. Dispatchers are also answering multiple non-emergency lines on behalf of each agency and providing customer service. They monitor and record the location of on-duty police officers, dispatch emergency personnel, monitor the radio traffic for multiple simultaneous calls, provide assistance to officers in the field by performing driver's license and wanted person queries, contacting other agencies for parole or warrant information, etc. In addition, from 5:00 P.M. to 8:00 A.M. dispatchers are also inputting high priority “after hour records” into state and federal law enforcement databases. Yolo LAFCo Yolo Emergency Communications Agency (YECA) Adopted March 28, 2019 4 YOLO LAFCO JPA SERVICE REVIEW JPA SERVICE REVIEW POTENTIALLY SIGNIFICANT DETERMINATIONS The JPA Service Review determinations checked below are potentially significant, as indicated by “yes” or “maybe” answers to the key policy questions in the checklist and corresponding discussion on the following pages. If most or all of the determinations are not significant, as indicated by “no” answers, the Commission may find that a JPA Service Review update is not warranted. Growth and Population Shared Services Capacity, Adequacy & Infrastructure to Provide Accountability Services Financial Ability Other LAFCO JPA SERVICE REVIEW: On the basis of this initial evaluation, the required determinations are not significant and staff recommends that a comprehensive JPA Service Review is NOT NECESSARY. The subject agency will be reviewed again in five years per the Commission adopted review schedule. The subject agency has potentially significant determinations and staff recommends that a comprehensive JPA Service Review IS NECESSARY and has been conducted via this checklist. 1. GROWTH AND POPULATION Growth and population projections for the service area. YES MAYBE NO a) Is the agency’s territory or surrounding area expected to experience any significant population change or development over the next 5-10 years? b) Will development have an impact on the subject agency’s service needs and demands? c) Will projected growth require a change in the agency’s service area? Discussion: a) Is the agency’s territory or surrounding area expected to experience any significant population change or development over the next 5-10 years? Yolo LAFCo Yolo Emergency Communications Agency (YECA) Adopted March 28, 2019 5 YOLO LAFCO JPA SERVICE REVIEW Yes. According to the Department of Finance, the estimated total population that YECA serves (countywide population minus the City of Davis population) on January 1, 2018 was 152,566 with a countywide population growth rate of 1.2% over last year’s estimate1. Please note this served population does not include the Arbuckle FPD (Colusa County) and Robbins FPD (Sutter County) service territories. Projected population estimates for the entire County (not available at city-level detail) is 245,199 by 20252 (an increase of 23,929 or 10.81%) and 261,715 by 2030 (an increase of 40,445 or 18.28%). YECA’s dispatch call volume is expected to increase with population growth. b) Will development have an impact on the subject agency’s service needs and demands? Yes. Projected growth will result in increased call volume and will require additional staff. Staffing will need to be increased commensurately with population growth and call volume in order to maintain service levels/response times. Please see the discussion under item 2b regarding agency capacity to meet the service demand of reasonably foreseeable future growth. c) Will projected growth require a change in the agency’s service area? No. Projected growth would occur within YECA’s existing service area. Growth and Population Determination According to the Department of Finance, the countywide population is estimated to increase by about 11% by 2025 and 18% by 2030. Projected growth is expected to result in increased call volume and require additional staff. Staffing will need to be increased commensurately with population growth and call volume in order to maintain service levels/response times. 2. CAPACITY AND ADEQUACY OF PUBLIC FACILITIES AND SERVICES Present and planned capacity of public facilities, adequacy of services, and infrastructure needs or deficiencies. YES MAYBE NO a) Are there any deficiencies in agency capacity to meet service needs of existing development within its existing territory (also note number of staff and/or contracts that provide services)? b) Are there any issues regarding the agency’s capacity to meet the service demand of reasonably foreseeable future growth? 1 CA Department of Finance Report E-1: Population Estimates for Cities, Counties, and the State - January 1, 2017 and 2018 2 CA Department of Finance Report P-1: State Population Projections (2010-2060): Total Population by County Yolo LAFCo Yolo Emergency Communications Agency (YECA) Adopted March 28, 2019 6 YOLO LAFCO JPA SERVICE REVIEW c) Are there any significant infrastructure needs or deficiencies to be addressed for which the agency has not yet appropriately planned (including deficiencies created by new state regulations)? d) If the agency provides water, wastewater, flood protection, or fire protection services, is the agency not yet considering climate adaptation in its assessment of infrastructure/service needs? Discussion: a) Are there any deficiencies in agency capacity to meet service needs of existing development within its existing territory (also note number of staff and/or contracts that provide services)? No. The National Emergency Number Association and State of California performance standard for answering 9-1-1 Calls is: “Ninety-five (95) percent of incoming 9-1-1 calls shall be answered within fifteen (15) seconds.”3 According to YECA data for 2018, this standard has been exceeded with 94.83% of calls answered within 10 seconds and 99.22% of calls being answered within 15 seconds. As of the fiscal year 2018/19 budget, the JPA has 46 authorized positions in two divisions: Administration and Operations. However, only 43 positions are currently filled as illustrated below. YECA is in the process of filling these positions. Dispatch personnel require in-depth background checks and 18-24 months of on the job training, so an extended hiring process is required. Authorized Positions FTE Filled FTE Authorized Executive Director 1 1 HR/Fiscal Administrator 1 1 Senior Administrative Specialist II 1 1 Operations Manager 1 1 Dispatch Supervisor 4 4 911/Public Safety Dispatcher I/II 24 26 911/Public Safety Dispatcher III 4 4 Dispatch Assistant 4 5 IT Systems Manager 1 1 Systems Administrator 1 1 IT Specialist 1 1 Total 43 46 3 State of California 9-1-1 Operations Manual, Chapter I Standards, Revised September 2016 Yolo LAFCo Yolo Emergency Communications Agency (YECA) Adopted March 28, 2019 7 YOLO LAFCO JPA SERVICE REVIEW b) Are there any issues regarding the agency’s capacity to meet the service demand of reasonably foreseeable future growth? Maybe. YECA funding does not increase commensurate with growth in population and call volume. The Executive Director obtains JPA Board approval for any staff and resulting cost increases, however the Board is both the owner/member and the customer of the service which creates a unique dynamic. The need to balance staffing needs with associated cost is not unlike other agencies, but what is unique about YECA is its services cannot be easily cut in an economic downturn. Population and dispatch service calls will continue in a recession and State of California performance standards will not be relaxed. Therefore, it’s unrealistic to expect that YECA can cut its budget in an economic downturn just as member agencies might need to. In April 2016, the Executive Director recommended4 five (5) key positions be added to achieve operational staffing goals: Training Coordinator (1); Dispatchers to prepare for upcoming retirements (2); and Dispatch Assistants (2). To date, one Dispatch Assistant position has been authorized by the Board. As illustrated below the current number of full-time equivalent (FTE) employees is significantly below the National Emergency Number Association PSAP Staffing Tool formulas:5 Proposed Proposed Current FTE FTEs Using FTEs Using Employees Volume Coverage Personnel Authorized Formula Formula Management (Director & Deputy Directors) 2 4 4 HR/Fiscal Manager 1 0 0 Call-takers 5 50 8 Radio Dispatchers* combined the Law/Fire/EMS classifications 30 30 41 Shift Supervisors 4 8 8 Training Supervisor 0 1 1 Training Staff (full time) 0 1 1 Quality Assurance Supervisor 0 1 1 Quality Assurance Staff (full time) 0 2 2 GIS Coordinator (IT handles) 0 1 1 CAD Administrator (IT handles) 0 1 1 IT Manager * 1 1 1 9-1-1 Technologist 1 1 1 Systems Administrator 1 1 1 Administrative Assistant 1 1 1 Total Personnel 46 103 72 The National Emergency Number Association PSAP Staffing Tool formulas are merely a “one size fits all” tool. The YECA Executive Director does not agree with the FTE generated by this tool as being realistic or needed for YECA. However, a difference exists between staffing levels recommended by the Executive Director versus what the Board actually approves. Therefore, LAFCo recommends YECA 4 Memo to YECA Board Regarding Staffing Goals Summary, dated April 6, 2016. 5 Memo to Dena Humphrey Regarding Staffing Analysis & Forecast, dated November 30, 2018. Yolo LAFCo Yolo Emergency Communications Agency (YECA) Adopted March 28, 2019 8 YOLO LAFCO JPA SERVICE REVIEW develop its own objective metric to be used as a guideline to help determine the staffing levels needed to maintain performance standards, such as calls per channel or dispatcher (or other appropriate metric) that also accounts for appropriate supervisory oversight by removing the shift supervisor from working a radio channel. Currently, YECA shift supervisors work their own position and are also responsible for covering dispatcher breaks (which ends up consuming 80% of the shift), backing up dispatchers during busy times and answering phones. This restricts their ability to be engage and actively supervise the room. c) Are there any significant infrastructure needs or deficiencies to be addressed for which the agency has not yet appropriately planned (including deficiencies created by new state regulations)? Yes. YECA is in need of a new dispatch center. The existing facility and its systems have reached the end of their useful lives. The building was designed and constructed in the early 1980s and was not planned for the types of technology YECA must employ to serve its subscribers and have the ability to meet future expectations. The building was not designed for the changes in technology that have exponentially increased demand on not only the building’s systems and its physical plant, but on YECA’s operational and staffing models, including quality of workplace, recruitment and retention. A Facility Condition Assessment & Expansion Study was completed for YECA and presented to the Board in January 20176 which considered options for remodeling or constructing a new facility. Next steps recommended in the study were to discuss, vet and agree upon a more detailed strategy and plan. The YECA board recently requested the Executive Director to develop a process and strategy by spring 2019 for Board consideration to realize a new dispatch center. There are also issues regarding operational redundancy should the YECA facility need to be vacated for any reason. The existing back up plan is to relocate services to the City of Davis dispatch center, however this option provides limited operations only. YECA is currently working on a plan to place a server at the City of Woodland public safety building which would provide more complete functionality. NextGen 911 will help with redundancy because it will change the entire 911 network to an IP base and offer more options to existing systems. However, NextGen 911 will not be available for several more years and the costs are unknown. The YECA Executive Director also noted that the recent audit report recommended YECA to acquire its own accounting system. YECA currently uses Yolo County as its treasury but is in the process of migrating to its own system. d) If the agency provides water, wastewater, flood protection, or fire protection services, is the agency not yet considering climate adaptation in its assessment of infrastructure/service needs? No. YECA previously used a fire season protocol for additional staff coverage during the fire season, but in 2017 the Board authorized enough positions to eliminate this policy and there is sufficient coverage. Capacity and Adequacy of Public Facilities and Services Determination YECA is meeting State performance standards for the time it takes to answer 9-1-1- calls. The standard requires at least 95% of calls to be answered within 15 seconds. According to YECA data for 2018, this standard has been exceeded with 99.22% of calls being answered within 15 seconds. However, the ability for YECA to continue its high performance with continued population and call volume growth is a concern. YECA funding does not automatically increase with population growth and resulting growth in call volume. The need to balance staffing needs with costs is not unlike other agencies, but what is unique about YECA is its services cannot be easily cut in an economic downturn. Population and dispatch service calls will continue in a recession and State of California performance standards will not be relaxed. Therefore, it’s unrealistic to expect that YECA can cut its budget in an economic downturn just as member agencies might 6 YECA Facility Condition Assessment & Expansion Study, Lionakis December 30, 2016 Yolo LAFCo Yolo Emergency Communications Agency (YECA) Adopted March 28, 2019 9 YOLO LAFCO JPA SERVICE REVIEW need to. Due to the disparity between current authorized FTE and National Emergency Number Association recommended FTE, plus the difference between staffing levels recommended by the Executive Director versus what the Board actually approves, LAFCo recommends YECA develop its own objective metric to be used as a guideline to help determine the staffing levels needed to maintain performance standards. YECA is also in need of a new dispatch center. The building was designed and constructed in the early 1980s and was not planned for the types of technology YECA must employ to serve its subscribers and have the ability to meet future expectations. A Facility Condition Assessment & Expansion Study was presented to the YECA Board in January 2017 which considered options for remodeling or constructing a new facility. Next steps recommended in the study were to discuss, vet and agree upon a more detailed strategy and plan. The YECA board recently requested the Executive Director to develop a process and strategy for board consideration to realize a new dispatch center by spring 2019. Regarding redundancy in case the YECA dispatch center needs to be vacated for any reason, YECA is currently working on a plan to place a server at the City of Woodland public safety building which would provide for more complete operations than the existing plan to relocate to the City of Davis dispatch center. The YECA Executive Director also noted that the recent audit report recommended YECA to acquire its own accounting system. YECA currently uses Yolo County as its treasury. Capacity and Adequacy of Public Facilities and Services Recommendation(s) 1. LAFCo recommends YECA develop its own objective metric (e.g. calls per channel/dispatcher including supervisory and administration support staff) to be used as a guideline to help determine the staffing levels needed to maintain dispatcher support, performance standards, quality of workplace, employee recruitment and retention. 2. A recent study confirmed that YECA should replace the existing communications center. YECA should complete the necessary building replacement cost analysis and begin setting aside funds for it as soon as possible. 3. Continue efforts to create complete redundancy for YECA operations in the event the dispatch center needs to be vacated for any reason. 3. FINANCIAL ABILITY Financial ability of agencies to provide services. YES MAYBE NO a) Does the organization engage in budgeting practices that may indicate poor financial management, such as overspending its revenues, using up its fund balance or reserve over time, or adopting its budget late? b) Is there an issue with the organization’s revenue sources being reliable? For example, is a large percentage of revenue coming from grants or one-time/short-term sources? c) Is the organization’s rate/fee schedule insufficient to fund an adequate level of service, and/or is the fee inconsistent with the schedules of similar service organizations? Yolo LAFCo Yolo Emergency Communications Agency (YECA) Adopted March 28, 2019 10 YOLO LAFCO JPA SERVICE REVIEW d) Is the organization unable to fund necessary infrastructure maintenance, replacement and/or any needed expansion? e) Is the organization needing additional reserve to protect against unexpected events or upcoming significant costs? f) Does the agency have any debt, and if so, is the organization’s debt at an unmanageable level? g) If the agency has pension and/or other post-employment benefit (OPEB) liability, what is it the liability and are there any concerns that it is unmanageable? h) Is the organization in need of written financial policies that ensure its continued financial accountability and stability? Discussion: a) Does the organization engage in budgeting practices that may indicate poor financial management, such as overspending its revenues, using up its fund balance or reserve over time, or adopting its budget late? No. According to the JPA Agreement, the Executive Director shall propose an operating and capital budget to the Board on or before March 1 of each year which shall include the contribution of each member. The members’ share should reasonably reflect the share of costs incurred by YECA as a result of providing services to the particular member agency. Budgetary changes during the year may be approved by the Board by a simple majority vote, as long as it does not increase any member’s contribution. In the event the budget change increases the contribution of any party, the change shall be subject to the concurrence of the affected member. Fund balance is generally only used for one- time expenditures or to lower the amount of future year’s member contributions. With the exception of fiscal year 2013-14 budgets have been adopted timely. Below is a schedule presenting summarized budget data for the past 5 years. Yolo LAFCo Yolo Emergency Communications Agency (YECA) Adopted March 28, 2019 11 YOLO LAFCO JPA SERVICE REVIEW Yolo LAFCo Yolo Emergency Communications Agency (YECA) Adopted March 28, 2019 12 Y E C A B u d g E x p e n d it u r e s A p p r o p r ia tio n s A c tu a l E x p e n d itu r e s V a r ia n c e F a v o r a b le ( U n f a v o r a b le R e v e n u e E s tim a te d R e v e n u e A c tu a l R e v e n u e V a r ia n c e F a v o r a b le ( U n f a v o r a b le F u n d B a la n c e s * R e s tr ic te d F B , 7 /1 * R e s tr ic te d F B , 6 /3 0 In c r e a s e ( D e c r e a s e ) * * U n r e s tr ic te d F B , 7 /1 * * U n r e s tr ic te d F B , 6 /3 0 In c r e a s e ( D e c r e a s e ) T o ta l F B in c r e a s e ( d e c r e a s e ) B o a r d b u d g e t p r e s e n ta tio n s : F ir s t P r e s e n te d A d o p te d * B a n k o f A m e r ic a le a s e p r o c e e d s * * U n r e s tr ic te d F B in c lu d e s n o n s p e n e ) ) d t v s . A c t u a l S u m 2 0 1 3 $ 7 ,9 0 6 ,8 2 8 6 ,7 9 7 ,3 9 1 1 ,1 0 9 ,4 3 7 6 ,3 8 6 ,2 9 8 6 ,5 2 5 ,1 1 4 1 3 8 ,8 1 6 $ 1 ,9 2 4 ,3 7 5 1 ,4 2 8 ,6 1 2 ( 4 9 5 ,7 6 3 ) 6 2 5 ,9 8 6 8 4 9 ,4 7 2 2 2 3 ,4 8 6 $ ( 2 7 2 ,2 7 7 ) 3 /7 /2 0 1 2 5 /2 /2 0 1 2 a b le p r e p a id , c o m m a r y a n d 2 0 1 4 $ 7 ,0 3 2 ,8 5 ,1 1 9 ,5 1 ,9 1 3 ,2 5 ,1 5 3 ,3 5 ,2 4 7 ,5 9 4 ,1 $ 1 ,4 2 8 ,6 6 9 9 ,3 ( 7 2 9 ,2 8 4 9 ,4 1 ,7 0 6 ,7 8 5 7 ,2 $ 1 2 8 ,0 8 /7 /2 8 /7 /2 m itte d , a s s C h 0 2 0 7 9 5 9 1 1 8 2 7 1 2 9 2 2 0 ) 7 2 0 3 3 1 1 1 0 1 3 0 1 3 ig e n a d n g e s in F u n d B 2 0 1 5 $ 6 ,6 0 8 ,7 8 0 5 ,9 5 7 ,2 3 2 6 5 1 ,5 4 8 5 ,3 8 6 ,1 3 3 5 ,4 6 2 ,1 4 2 7 6 ,0 0 9 $ 6 9 9 ,3 9 2 8 2 ,9 7 1 ( 6 1 6 ,4 2 1 ) 1 ,7 0 6 ,7 0 3 1 ,8 2 8 ,0 3 4 1 2 1 ,3 3 1 $ ( 4 9 5 ,0 9 0 ) 1 /2 2 /2 0 1 4 3 /5 /2 0 1 4 a n d u n a s s ig n e d a la n c e 2 0 1 6 $ 7 ,0 8 2 ,6 2 1 5 ,6 4 9 ,3 7 1 1 ,4 3 3 ,2 5 0 5 ,6 4 9 ,6 2 1 5 ,7 2 5 ,4 8 6 7 5 ,8 6 5 $ 8 2 ,9 7 1 - ( 8 2 ,9 7 1 ) 1 ,8 2 8 ,0 3 4 1 ,9 8 7 ,1 2 0 1 5 9 ,0 8 6 $ 7 6 ,1 1 5 2 /5 /2 0 1 5 9 /2 /2 0 1 5 . 2 0 1 7 $ 6 ,9 4 8 ,2 5 7 5 ,5 3 0 ,6 1 3 1 ,4 1 7 ,6 4 4 5 ,4 9 4 ,6 6 2 5 ,8 2 8 ,4 0 6 3 3 3 ,7 4 4 $ - - - 1 ,9 8 7 ,1 2 0 2 ,2 8 4 ,9 1 3 2 9 7 ,7 9 3 $ 2 9 7 ,7 9 3 2 /3 /2 0 1 6 3 /2 /2 0 1 6 YECA’s budgets are developed conservatively. YECA has consistently realized more revenue than estimated and under expended appropriations, resulting in favorable total budget variances each fiscal year. The decreases in fund balances is a result of the acquisition of capital improvements is funded by restricted lease proceeds. The lease proceeds were received in 2010 and recorded in restricted fund balance to be used for the expansion, refurbishment, improvement and equipping the existing communications center. Unrestricted fund balance has not been used to balance revenue shortfalls, it has only been used to fund one-time expenditures and to reduce member contributions. In other words, YECA’s on-going operating revenue has consistently exceeded operating expenditures, thereby increasing unrestricted fund balance by $1.251M, from $849K in 2013 to $2.1M in 2017. A review of budget procedures, monitoring reports and public presentations, has revealed that the adopted budget total appropriations and estimated revenues do not reconcile to the financial system budget input, to the budget information posted on the website or to the budget management summaries included in the YECA Board packets. This is because residual balances of grants didn’t get accounted for correctly, although it should be noted that expenditures never exceeded authorized budget appropriations. In addition, the budget as presented to the Board should be at the level of budget authority, and should clearly show the amount of estimated revenue and use of fund balance. YOLO LAFCO JPA SERVICE REVIEW Yolo LAFCo Yolo Emergency Communications Agency (YECA) Adopted March 28, 2019 13 R e In R S F M C IR M E x S S O D D C N e F u F u F u N R A U S T A T E M E N T v e n u e : te r e s t e n ts ta te e d e r a l- O E S e m b e r c o n tr ib u tio n s h a r g e s fo r s e r v ic e s S S u b s id y is c e lla n e o u s p e n d it u r e s : a la r ie s a n d b e n e fits e r v ic e s a n d s u p p lie s th e r c h a r g e s e b t- P r in c ip a l e b t- In te r e s t a p ita l a s s e ts t c h a n g e in fu n d b a la n d B a la n c e , J u ly 1 n d B a la n c e , J u n e 3 0 n d B a la n a n c e s : o n s p e n d a b le e s tr ic te d fo r c a p ita l p s s ig n e d n a s s ig n e d Y O O F R n c e r o je c ts LE OV EE M E R G E N C Y N U E , E X P E N 2 0 1 3 $ 3 ,7 4 4 1 3 ,8 0 0 1 ,3 0 6 ,8 8 4 4 7 ,0 8 4 4 ,9 7 4 ,0 9 5 3 3 ,3 5 3 9 8 ,8 1 8 4 7 ,3 3 6 6 ,5 2 5 ,1 1 4 3 ,6 6 4 ,7 7 4 1 ,6 3 0 ,8 7 6 4 ,0 8 9 2 0 1 ,9 7 2 2 1 9 ,5 9 6 1 ,0 7 6 ,0 8 4 6 ,7 9 7 ,3 9 1 ( 2 7 2 ,2 7 7 ) 2 ,5 5 0 ,3 6 1 $ 2 ,2 7 8 ,0 8 4 $ - 1 ,4 2 8 ,6 1 2 - 8 4 9 ,4 7 2 $ 2 ,2 7 8 ,0 8 4 C O M M U N IC A D IT U R E S A N D 2 0 1 4 $ 3 ,1 2 6 7 ,1 0 0 2 1 ,0 0 0 9 1 ,5 9 0 5 ,0 3 2 ,5 2 5 5 ,6 9 3 8 6 ,1 8 1 3 0 3 5 ,2 4 7 ,5 1 8 3 ,4 4 3 ,0 9 4 1 ,2 2 0 ,9 2 1 2 ,3 7 5 2 0 9 ,2 4 6 2 0 6 ,3 7 1 3 7 ,5 0 0 5 ,1 1 9 ,5 0 7 1 2 8 ,0 1 1 2 ,2 7 8 ,0 8 4 $ 2 ,4 0 6 ,0 9 5 $ 2 4 2 ,9 6 8 6 9 9 ,3 9 2 - 1 ,4 6 3 ,7 3 5 $ 2 ,4 0 6 ,0 9 5 T IO N S A G E N C C H A N G E S IN 2 0 1 5 $ 6 ,6 7 4 - 2 ,7 7 1 - 5 ,3 2 4 ,7 3 7 1 ,5 4 0 4 0 ,9 1 3 8 5 ,5 0 7 5 ,4 6 2 ,1 4 2 3 ,5 6 9 ,7 9 3 1 ,3 5 6 ,4 8 4 1 ,3 9 5 2 1 6 ,7 8 1 1 9 2 ,6 7 0 6 2 0 ,1 0 9 5 ,9 5 7 ,2 3 2 ( 4 9 5 ,0 9 0 ) 2 ,4 0 6 ,0 9 5 $ 1 ,9 1 1 ,0 0 5 $ 1 8 9 ,8 1 3 8 2 ,9 7 1 - 1 ,6 3 8 ,2 2 1 $ 1 ,9 1 1 ,0 0 5 Y F U N D B A L A 2 0 1 6 $ 1 8 ,3 8 5 - 5 8 ,2 9 6 1 8 ,7 2 1 5 ,5 1 0 ,9 8 5 2 ,8 8 6 3 6 ,6 6 9 7 9 ,5 4 4 5 ,7 2 5 ,4 8 6 4 ,1 1 2 ,4 7 7 1 ,0 5 9 ,6 3 6 1 ,5 9 1 2 2 4 ,5 8 8 1 7 8 ,4 7 5 7 2 ,6 0 4 5 ,6 4 9 ,3 7 1 7 6 ,1 1 5 1 ,9 1 1 ,0 0 5 $ 1 ,9 8 7 ,1 2 0 $ 2 1 2 ,1 1 2 - - 1 ,7 7 5 ,0 0 8 $ 1 ,9 8 7 ,1 2 0 N C E 2 0 1 7 $ 1 5 ,5 0 2 - 1 0 ,9 2 2 8 3 ,8 0 6 5 ,6 4 3 ,2 8 8 3 ,2 6 1 6 8 ,6 4 9 2 ,9 7 8 5 ,8 2 8 ,4 0 6 3 ,9 8 0 ,0 9 3 9 4 6 ,4 7 1 1 4 ,4 8 5 2 3 2 ,6 7 7 1 6 3 ,7 6 9 1 9 3 ,1 1 8 5 ,5 3 0 ,6 1 3 2 9 7 ,7 9 3 1 ,9 8 7 ,1 2 0 $ 2 ,2 8 4 ,9 1 3 $ 1 8 4 ,1 0 8 - 1 ,4 2 5 ,2 2 7 6 7 5 ,5 7 8 $ 2 ,2 8 4 ,9 1 3 YECA’s revenue includes interest income earned on cash pooled with the Yolo County Treasury, state and federal grants, member contributions, charges for services and other miscellaneous revenue. The state and federal revenue are one-time grants that are restricted to the purchase of specific goods and services. Member contributions, received from the member agencies, make up 95% of total revenue received. Member agencies share in the funding of the annual budgets. Members’ shares are calculated by formula based on a combination of calls for service and capital requirements. Effective with the 2017-18 budget a new operations and maintenance formula was used to mitigate annual changes to member required contributions. Although budgets are constructed taking into account member agencies’ financing ability, member agencies must provide a level of funding in order for YECA to respond to the public needs and comply with State standards. YECA’s largest expenditure is salaries and benefits which account for almost 65% of total expenditures over the past 5 years. Services and supplies accounted for 21% of total expenditures while debt service is 7% and capital assets is 7%. Total expenditures, excluding capital assets have remained relatively flat over the 5 years, ranging from $5.1M in 2014 to $5.7M in 2013. Excluding capital expenditures, revenues have exceeded expenditures each year. YOLO LAFCO JPA SERVICE REVIEW Capital expenditures are funded with debt proceeds and/or from state and federal grants. In FY 2013 $1.1M was expended for radio system improvements and $620K was expended for microwave improvements. b) Is there an issue with the organization’s revenue sources being reliable? For example, is a large percentage of revenue coming from grants or one-time/short-term sources? No. The bulk of YECA’s revenue is very reliable as it is received from member agencies. In fact, over the past 4 years 95% of revenue was received from the five member agencies: Yolo County, City of West Sacramento, City of Woodland, City of Winters and the Yocha Dehe Wintun Nation. Member agencies share in the funding of the annual budgets by formula that takes into account calls for service and capital requirements. Effective with the 2017-18 budget a new operations and maintenance formula was used to mitigate annual changes to member required contributions. Although budgets are developed taking into account member agencies’ financing ability, member agencies must contribute an amount sufficient enough for YECA to respond to the public needs and comply with State standards. YECA does utilize grant funding opportunities, but they are used for one-time purchases of equipment or facility improvements. Grant funding does not comprise a large amount of the operating budget. A withdrawal of either Yolo County, City of West Sacramento or the City of Woodland whose contributions for fiscal year 2016-2017 accounted for 23%, 37%, and 35%, respectively, of total member contributions may significantly change the operations of the agency. It is estimated that a withdrawal of either of the above named agency would increase the remaining members’ contributions by 40%- 45%. According to the terms of the Agreement any party may withdraw upon no less than (3) years prior written notice to the Board. The withdrawing party shall continue to be financially responsible for its share of financial obligations and liabilities incurred prior to the withdrawal date. New legislation (AB 1912) requiring continued responsibility for pension liabilities even if a member agency withdraws from a JPA also creates a disincentive for member agencies to withdraw from YECA. c) Is the organization’s rate/fee schedule insufficient to fund an adequate level of service, and/or is the fee inconsistent with the schedules of similar service organizations? No. YECA does not charge fees for service, the agency is funded through member and other contracted agency contributions which are determined at the time the budget is developed. YECA has an adopted member share cost formula adopted in 2017. Please refer to other sections/questions for discussion regarding YECA’s level of service and funding. Other agencies that use YECA’s services include Arbuckle, some Fire Protection Districts, and Robbins Fire Department. Arbuckle is charged based on an agreement executed by the agency’s prior management and the basis of the charge is not known but it adequately covers its service call volume. Yolo County’s member contribution includes services for all the FPDs within Yolo County and the Robbins Fire District in Sutter County. Historically the County has always paid for these fire districts. How this practice began is not known. If these districts were charged their fair share for fiscal year 2017 the charges are estimated (based on a pro rata percentage of County payment based on number of calls) to be as follows: Yolo LAFCo Yolo Emergency Communications Agency (YECA) Adopted March 28, 2019 14 YOLO LAFCO JPA SERVICE REVIEW Yolo LAFCo Yolo Emergency Communications Agency (YECA) Adopted March 28, 2019 15 CCDEEKMRWWWYZ T F ir e P r o t e c a p a y V a lle y la r k s b u r g u n n ig a n lk h o r n s p a r t o n ig h t s L a n d a d is o n o b b in s illo w O a k e s t P la in fie in t e r s o lo a m o r a o t a ls t io in g ld n D is t r ic t NC oa 6 . o f lls 4 1 7 8 1 0 1 1 8 7 6 2 5 3 6 1 6 1 0 2 4 6 3 7 8 0 2 7 , 8 7 9 0199317463015 E $ $ s t im C h a 1 1 2 2 2 9 5 2 1 7 1 0 4 2 9 1 3 1 0 2 3 7 1 9 7 a t e r g e , 7 7 , 4 3 , 2 6 , 4 2 , 9 1 , 2 0 , 5 4 , 7 1 , 4 6 , 2 9 , 6 2 , 0 0 , 8 9 , 5 8 d 6289591099779 1 d) Is the organization unable to fund necessary infrastructure maintenance, replacement and/or any needed expansion? Yes. In January 2017 it was recommended by a study that the current building has outlived its capacity and functionality. Workplace quality is at its maximum capability. The recommendation is full replacement of the building. As part of the FY 2017-18 budget YECA established a 10-yr CIP funding plan to stabilize member’s CIP contribution from one year to another. State funding only provides for replacement of the 911 system, which is available on 5-year cycles as long as YECA is performing in compliance with State standards. Members’ total annual contribution is $368,000 with unspent funds transferred to the capital asset replacement reserve. As of June 30, 2018 the reserve had a balance of $59,000 and it is estimated to have a balance of $300,000 as of June 30, 2019. However, the current CIP funding plan does not include for the replacement of the facility. Member agencies contribute, by formula, for all infrastructure needs. Funding for a new building is currently not included in the annual budgets. e) Is the organization needing additional reserve to protect against unexpected events or upcoming significant costs? Maybe. The current reserve policy is to maintain a General Reserve of 20% of audited annual operating expenditures (excluding one-time expenditures), which is at the conservative end of recommended Government Finance Officers Association (GFOA) reserve levels. As YECA purchases a variety of insurance coverage, the current reserve appears reasonable to protect against unexpected events. However, YECA will experience significant expenditure increases to fund pensions, OPEB and a new facility for which reserves are not currently provided for. f) Does the agency have any debt, and if so, is the organization’s debt at an unmanageable level? No. YECA has minimal debt, only one capital lease for the expansion, refurbishment, improvement and equipping of the dispatch center. The capital lease balance as of 6/30/17 is $2,348,390 and is scheduled to be paid off 11/18/2025. Total annual debt service requirement for fiscal year 2017-18 is $389,590 with declining annual amounts due each year thereafter. Annual debt service payments are allocated to member agencies by formula and are part of the annual budget process. The debt service payments represent only about 7% of the total budget. YOLO LAFCO JPA SERVICE REVIEW g) If the agency has pension and/or other post-employment benefit (OPEB) liability, what is it the liability and are there any concerns that it is unmanageable? Maybe. Like most local government agencies, due to enactment of new Government Accounting Standards Board accounting and financial reporting requirements, YECA is required to calculate and report pension and other post-employment benefit liabilities on the face of their financial statements. The enactment of these standards have highlighted to the public and to financial institutions the magnitude of the underfunding of public employee benefit plans. In addition, without changes/caps in benefits and funding plans these liabilities will continue to grow each year. It is highly recommended that YECA develop plans to mitigate the growth of these liabilities so that the funding of these plans in the future do not compromise the funding of operations or the ability to acquire other debt financing. Pension The pension liability has increased from $2.4M to almost $3M as of 6/30/2017. YECA made an additional payment of $240,000 in fiscal year 2015-16. YECA currently does not have a plan to reduce the liability other than making additional voluntary payments as fund balance is available. Also the employer rate is expected to increase due to recent changes by CalPERs explained below. In addition, changes by CalPERS over the last several years, while improving the long-term pension benefit sustainability of the system has/will increase required contributions. For example, recent CalPERS Board actions on a new asset allocation, new actuarial assumptions and new smoothing and amortization policies have already lowered risk. However, future contribution rate volatility is expected as CalPERS pension plans continue to mature. At its November 2015 Board of Administration meeting CalPERS adopted a Funding Risk Mitigation Policy that addresses these risks in a balance manner. The policy will result in a gradual shifting of the asset allocation in a way that will lower investment risk. This shift means accepting lower future expected returns and a lower actuarial discount rate. In time, the policy is expected to lower the level of risk borne by employers and, ultimately, by members. Due to adopted changes in the discount rate in combination with the 5-year phase in ramp up in costs, increases in the required contributions are expected to continue for seven years from 2018-19 through fiscal year 2024-25. OPEB The net OPEB obligation has increased from $277K as of 2013 to $532K as of 6/30/2017 2017, and the unfunded actuarial accrued liability has increased from $1,356,000 in 2013 to $1,770,000 in 2017. YECA has not made any contributions to an irrevocable trust fund and is on a “pay-as-you-go-basis” plan. h) Is the organization in need of written financial policies that ensure its continued financial accountability and stability? Maybe. In-lieu of creating and adopting their own financial and accounting policies, YECA has adopted Yolo County’s financial and accounting policies. In addition, YECA has adopted the County’s internal control standards and has adopted their own fund balance and reserve policies. However, since the County does not have a comprehensive accounting policy document and since YECA is considering implementing their own financial system it is recommended YECA adopt their own policies. Financial Ability MSR Determination YECA is a financially well-run organization. Conservative budgets are routinely adopted and adhered to: appropriations are not overspent and revenues are consistently over-realized. In addition, unrestricted fund balance has increased each year. YECA’s core revenue, member contributions, are safe and reliable. Yolo LAFCo Yolo Emergency Communications Agency (YECA) Adopted March 28, 2019 16 YOLO LAFCO JPA SERVICE REVIEW YECA’s biggest financial challenge is funding a new facility. According to a 2017 study the current facility has outlived its capacity and functionality. The recommendation is for a full replacement of the building. Currently there has not been any funds specifically set aside for this project nor is it included in the current 10-year plan. Other issues include developing a review process for presenting budget information to the board and the public, reviewing the relevance of billing Yolo County for the share of costs associated with Yolo County FPDs and Robbins FPD, consider establishing an OPEB funding policy, developing a comprehensive financial and accounting policies document and become more independent from Yolo County for accounting services. Financial Ability Recommendation(s) 1. Develop internal controls or a review process to ensure the adopted budget and budget amendments reconcile to the financial system, public presentations and to management reports. 2. Ensure that the budget information presented to the Board for adoption includes appropriations at the level of authority and that estimated revenues and use of fund balance is clearly stated. 3. Currently YECA services for all of the FPDs in Yolo County and the Robbins Fire District (in Sutter County) are paid for by Yolo County. Yolo County/YECA should discuss with the parties if this subsidy should continue. Six (6) of the districts in Yolo County are organized as independent districts and nine (9) are ultimately under Yolo County control. Robbins FPD is not in Yolo County at all and, therefore, a subsidy does not appear appropriate. 4. Consider establishing a funding policy for OPEB costs, including establishing an irrevocable trust fund to accumulate assets to fund/reduce the liability. The establishment of an irrevocable trust allows the actuarial valuations to use a higher discount rate which reduces the amount of liability to be reported. 5. A recent study confirmed that YECA should replace the existing communications center. YECA should complete the necessary building replacement cost analysis and begin setting aside funds for it as soon as possible. 6. As stated in the most recent audit management letter YECA should consider procuring their own financial system. 7. Since YECA is considering implementing their own financial system it is recommended they adopt their own financial and accounting policies. 4. SHARED SERVICES AND FACILITIES Status of, and opportunities for, shared services and facilities. YES MAYBE NO a) Are there any opportunities for the organization to share services or facilities with other organizations that are not currently being utilized? Yolo LAFCo Yolo Emergency Communications Agency (YECA) Adopted March 28, 2019 17 YOLO LAFCO JPA SERVICE REVIEW b) Are there any recommendations to improve staffing efficiencies or other operational efficiencies to reduce costs? Discussion: a) Are there any opportunities for the organization to share services or facilities with other organizations that are not currently being utilized? No. The JPA in itself is a result of shared dispatch services to reduce agency costs. The UC Davis Fire Department also recently joined YECA on July 1, 2018. The one gap in YECA’s countywide service area is the City of Davis. The City opted to do their own law enforcement and fire/emergency dispatch center, although the City has recently considered transferring fire and medical dispatch to YECA. YECA currently provides superior service for emergency medical calls. For example, an emergency call coming into the YECA dispatch center regarding someone in cardiac arrest would receive instructions on performing CPR until paramedics arrived, but would not with the City of Davis Police Department dispatch services. Although according to the City of Davis Police Chief, the City could contract for this service from AMR (American Medical Response, the County’s ambulance provider) for only $10,000 per year7.. The Chief has indicated that its dispatch infrastructure and service is superior to YECA’s and is not interested in joining YECA. The following table is provided as a per capita cost comparison for each of the cities for informational purposes. Yolo County is not included because the geography/population distribution is not comparable. FY 2018/19 Operations Cost Per Capita (excludes capital costs) City of City of West City of City of Davis Sacramento Winters Woodland FY 18-19 Dispatch $2,629,863 $1,958,476 $259,863 $1,965,890 Budget DOF 1/1/2018 Pop. 68,704 54,163 7,292 60,426 Estimate Cost Per Resident $ 38.28 $ 36.16 $ 35.64 $ 32.53 b) Are there any recommendations to improve staffing efficiencies or other operational efficiencies to reduce costs? Yes. The law enforcement agencies that YECA serves need to compromise and agree on a shared records management system. Currently, YECA dispatchers need to use different systems for each law enforcement agency, which from a YECA operational perspective is very inefficient and cumbersome. Shared Services Determination The JPA in itself is a result of shared dispatch services to reduce agency costs. The UC Davis Fire Department also recently joined YECA on July 1, 2018. The one gap in YECA’s countywide service area is the City of Davis. The City opted to do their own law enforcement and fire/emergency dispatch center, although the City has recently considered transferring fire and medical dispatch to YECA. The City of Davis ultimately decided to keep its fire/emergency dispatch service through the City and is not interested in joining YECA at this time. However, LAFCo urges agencies to remain open-minded to any future 7 Meeting with City of Davis Police Chief, Darren Pytel, on November 14, 2018. Yolo LAFCo Yolo Emergency Communications Agency (YECA) Adopted March 28, 2019 18 YOLO LAFCO JPA SERVICE REVIEW opportunities for collaboration and shared technology and/or dispatch services that would improve public services. The law enforcement agencies that YECA serves need to compromise and agree on using the same records management systems. Currently, YECA dispatchers need to use different systems for each law enforcement agency, which from a YECA operational perspective is inefficient and cumbersome. Shared Services Recommendation 1. The YECA Board should require member law enforcement agencies to agree on and implement a common integrated records management system to improve operational efficiencies. 5. ACCOUNTABILITY, STRUCTURE AND EFFICIENCIES Accountability for community service needs, including governmental structure and operational efficiencies. YES MAYBE NO a) Are there any issues with meetings being accessible and well publicized? Any failures to comply with disclosure laws and the Brown Act? b) Are there any issues with filling board vacancies and maintaining board members? Is there a lack of board member training regarding the organization’s program requirements and financial management? c) Are there any issues with staff turnover or operational efficiencies? Is there a lack of staff member training regarding the organization’s program requirements and financial management? d) Are there any issues with independent audits being performed on a regular schedule? Are completed audits being provided to the State Controller’s Office within 12 months of the end of the fiscal year(s) under examination? Are there any corrective action plans to follow up on? e) Does the organization need to improve its public transparency via a website? [A website should contain at a minimum the following information: organization mission/description/boundary, board members, staff, meeting schedule/agendas/minutes, budget, revenue sources including fees for services (if applicable), and audit reports]? f) Are there any recommended changes to the organization’s governance structure that will increase accountability and efficiency? Yolo LAFCo Yolo Emergency Communications Agency (YECA) Adopted March 28, 2019 19 YOLO LAFCO JPA SERVICE REVIEW Discussion: a) Are there any issues with meetings being accessible and well publicized? Any failures to comply with disclosure laws and the Brown Act? Yes. YECA Board meetings are publicized on the JPA’s website with a Board calendar for the year. Meetings occur at the dispatch center which is located behind a security gate. It’s accessible to the public, but an individual would need to be “buzzed in” which may act as an unintentional deterrent. YECA should consider moving its board meetings to a more publicly accessible location. b) Are there any issues with filling board vacancies and maintaining board members? Is there a lack of board member training regarding the organization’s program requirements and financial management? Maybe. Board member positions are filled and maintained, primarily with member agency law enforcement or fire personnel. These representatives have a keen understanding of the organization’s program requirements specific to law enforcement and fire protection, but may be lacking the broader vision for YECA and ability to work across silos to overcome and drive solutions on peer to peer issues, such as increasing staffing levels as needed, agreeing on a common law enforcement records management system and funding a new dispatch center. The Board has not authorized recommended staffing levels to create the necessary training and support staff for dispatchers. This suggests member agencies should consider elevating its representatives to the level of executive staff or elected official. JPA member law enforcement and fire personnel may be better utilized as a technical advisory committee or users group as discussed under item 5f) below. c) Are there any issues with staff turnover or operational efficiencies? Is there a lack of staff member training regarding the organization’s program requirements and financial management? Yes. Staff retention issues have historically been cited as a problem and over the last three years. One of YECA’s challenges is remaining competitive within the market and retaining employees to other agencies. A consolidated dispatch center is unique, as it requires a dispatcher to be trained to work multiple agencies compared to a single dispatch agency that is typically paid higher to work for one jurisdiction. The YECA Executive Director indicated in a recent salary survey that compensation was found to be 20% below median. YECA turnover is at 17% or 6 FTE, due to retirements, lateral transfers, and probationary washouts. In addition to these losses, there are 3 FTE that have projected their retirement in 2019-2020, and an additional 4 FTE that are eligible to retire in this same timeframe. If all these losses were realized, this would be 1/3 of the total YECA workforce which is a significant amount of turnover, loss of expertise and institutional memory. YECA Board reluctance to authorizing FTE may not be cost effective when overtime, hiring and 18-24-month training costs to replace employees are factored in. According to the Executive Director, ideally YECA would have dedicated call takers and the dispatchers would not answer phones, however the situation is adequate for the time being. As technology changes and video feeds/pictures become part of the job, YECA will need dedicated call takers. It would be too much for a dispatcher to process the visual inputs in addition to handling the radio and keeping status of their field units. Regarding staff training, as discussed in more detail under checklist item 2b) there was a staff assessment completed in 2016 that projected the needs of a Training Coordinator position that as of date has not been authorized. YECA’s need for a Training Coordinator is appropriate given the vast amounts of areas of regulation and training requirements. LAFCo suggests these issues would be resolved over time if the YECA Board implements the recommendation below to develop a policy on salary comps and under item 2b) to adopt a formula for adequate staffing levels so existing staff are adequately supported and a better staff cushion is developed to handle retirements and new technologies. Yolo LAFCo Yolo Emergency Communications Agency (YECA) Adopted March 28, 2019 20 YOLO LAFCO JPA SERVICE REVIEW d) Are there any issues with independent audits being performed on a regular schedule? Are completed audits being provided to the State Controller’s Office within 12 months of the end of the fiscal year(s) under examination? Are there any corrective action plans to follow up on? No. The State of California requires that YECA have audits performed and the audit report filed with the State Controller within 12 months of the of the end of the fiscal year. The Government Finance Officers Association (GFOA) recommends that annual audited financial statements be published within six months of the end of the fiscal year. YECA’s last five audited financial statements were published as follows: Yolo LAFCo Yolo Emergency Communications Agency (YECA) Adopted March 28, 2019 21 F is c a 00000 l Y 6 /3 6 /3 6 /3 6 /3 6 /3 e 00000 a r E /1 7 /1 6 /1 5 /1 4 /1 3 n d SD 00000 Y E C A ta tu to r y e a d lin e 6 /3 0 /1 8 6 /3 0 /1 7 6 /3 0 /1 6 6 /3 0 /1 5 6 /3 0 /1 4 A u d it C A u 11000 o m p le d it R e p D a te 2 /1 4 /1 1 /2 9 /1 3 /2 9 /1 4 /0 1 /1 7 /0 9 /1 t io o r 76654 n t S c W h e d u le ith in S ta D e a d lin Y e s Y e s Y e s Y e s N o tue to ? r y WB e ith in s t P YYNNN G F O r a c tic e s e sooo Ae ? The last four years of audits were completed within the statutory deadline, the last two were completed within the GFOA best practice guideline. YECA should continue to complete its audits within the recommended timeframe of six months of the end of the fiscal year as it has in recent years. e) Does the organization need to improve its public transparency via a website? [A website should contain at a minimum the following information: organization mission/description/boundary, board members, staff, meeting schedule/agendas/minutes, budget, revenue sources including fees for services (if applicable), and audit reports]? No. YECA has worked diligently to roll out a new website with a specific link for “transparency” items which contains the recommended items. YECA scored a 90% on LAFCo’s 2018 Web Transparency Scorecard. f) Are there any recommended changes to the organization’s governance structure that will increase accountability and efficiency? Yes. YECA has five member agencies on the Board, yet there are many other agencies served by YECA that do not have representation on the Board. There are also other partner agencies that are a critical part of the emergency response system. YECA should consider conducting a 360 self-evaluation by surveying providers and stakeholders and using this information to evaluate its governance composition and make appropriate adjustments to its user and other advisory groups. YECA has a law enforcement users group and a fire/communications users group, however other system users, such as animal services, public works, mental health, and emergency health providers are not included. The YECA Board should ensure there are systems in place to encourage and receive input from all the users and stakeholders to be a high performing and innovating organization. YOLO LAFCO JPA SERVICE REVIEW Accountability, Structure and Efficiencies Determination The YECA website is very transparent and Board meetings are well-publicized and open to the public, although they are held at the dispatch center, behind security gates which may be a deterrent. YECA performs annual audits and has completed them within recommended timeframes in recent years. Board member positions are filled and maintained, primarily with member agency law enforcement or fire personnel. These representatives have a keen understanding of the organization’s program requirements specific to law enforcement and fire protection, but may be lacking the broader vision for YECA and ability to work across silos to overcome and drive solutions on peer to peer issues, such as increasing staffing levels as needed, agreeing on a common law enforcement records management system and funding a new dispatch center. The Board has not authorized recommended staffing levels to create the necessary training and support staff for dispatchers. YECA Board reluctance to authorizing FTE may not be cost effective when upcoming technology changes, overtime, hiring and an 18-24-month training timeline to replace employees are factored in. In addition, one of YECA’s challenges is remaining competitive within the market and retaining employees to other agencies. A consolidated dispatch center is unique, as it requires a dispatcher to be trained to work multiple agencies compared to a single dispatch agency that is typically paid higher to work for one jurisdiction. The YECA Executive Director indicated in a recent salary survey that compensation was found to be 20% below median. This suggests member agencies should consider elevating its representatives to the level of executive staff or elected official. JPA member law enforcement and fire personnel may be better utilized as a technical advisory committee or users group. There are many agencies served by YECA that do not have representation on the Board. There are also other partner agencies that are a critical part of the emergency response system. YECA should consider conducting a 360 self-evaluation by surveying providers and stakeholders and using this information to evaluate its governance composition and make appropriate adjustments to its user and other advisory groups. YECA has a law enforcement users group and a fire/communications users group, however other system users, such as animal services, public works, mental health, and emergency health providers are not included. The YECA Board should ensure there are systems in place to encourage and receive input from all the users and stakeholders to be an innovative and high performing organization. Accountability, Structure and Efficiencies Recommendation(s) 1. YECA should consider moving its board meetings to a more publicly accessible location. 2. JPA member agencies should consider elevating its representative to the executive staff or elected official level, including at least one elected official on the board on an ongoing basis. Law enforcement and fire personnel may be better utilized as a technical advisory committee. Board members need to have the ability to work across agency fire/law enforcement “chain of command” silos and drive broad solutions, such as increasing staffing levels as needed, agreeing on a common law enforcement records management system and funding a new dispatch center. 3. One of YECA’s challenges is remaining competitive within the market and retaining employees to other agencies. The YECA Executive Director indicated in a recent salary survey that compensation was found to be 20% below median. YECA should adopt a policy regarding how much deviation (+/-) from salary surveys is acceptable. This policy must take into consideration that a consolidated dispatch center is more complicated and creates more work for a prospective employee as compared to a single agency dispatch center. 4. YECA should continue to complete its audits within the recommended timeframe of six months of the end of the fiscal year as it has in recent years. 5. YECA should consider conducting a 360 self-evaluation by surveying providers and stakeholders and using this information to evaluate its governance composition and make appropriate adjustments to its user and other advisory groups. The YECA Board should ensure there are Yolo LAFCo Yolo Emergency Communications Agency (YECA) Adopted March 28, 2019 22 YOLO LAFCO JPA SERVICE REVIEW systems in place to encourage and receive input from all the users and stakeholders to be an innovative and high performing organization. 6. OTHER ISSUES Any other matter related to effective or efficient service delivery, or as required by commission policy. YES MAYBE NO a) Are there any other service delivery issues that can be resolved by the JPA Service Review process? Discussion: a) Are there any other service delivery issues that can be resolved by the JPA Service Review process? No. There are no other matters related to effective or efficient service delivery not already discussed in this report. Other Issues Determination There are no other matters related to effective or efficient service delivery not already discussed in this report. ATTACHMENTS 1. 2018 Annual Calls for Service Report 2. 2018 YECA PSAP Answer Time Report 3. 2017 YECA PSAP Answer Time Report 4. Memo to Dena Humphrey Regarding Staffing Analysis & Forecast, dated November 30, 2018. 5. Memo to YECA Board Regarding Staffing Goals Summary, dated April 6, 2016. Yolo LAFCo Yolo Emergency Communications Agency (YECA) Adopted March 28, 2019 23 Attachment #1 Yolo Emergency Commun ications Agency 201 8 Annual Calls For Service Report Table of Contents 2018 statistics YECA – Yolo cad events 3 Emergency Communications phone calls 3 Agency all agencies 4 EMD – Emergency Medical Dispatcher city of winters 5 CLETS – California city of woodland 6 Law Enforcement city of west Sacramento 7 Telecommunications System county of yolo 8 CAD – Computer University of California Davis 9 Aided Dispatch JPA – Joint Powers Yocha dehe wintun nation 10 Authority Arbuckle 11 county fire 12 1 egaP CAD Events & All Phone YECA utilizes TriTech CAD software to support the complexities of YECA’s multi-jurisdictional environment. A ALL CAD Events = 201,619 -3.2% from 2017 All Fire Events = All Law Events= 16,789 167,649 All Medical Events= All Support Events 11,940 2,734 YECA utilizes AT&T’s VESTA phone system to retrieve and process incoming and outgoing calls. 62,859 70,408 169,437 302,704 9-1-1 Calls Outgoing Calls Incoming Calls Total Calls +17% from 2017 --2% from 2017 -3% from 2017 2018 Annual Report Page 3 All Agencies 2018 OVERALL STATISTICS 4% Winters 48,438 23% Woodland 455, 700 38% West Sacramento 417,054 Yolo 272,401 UCD FD 622 35% Yocha Dehe 512 Arbuckle 460 Overall YECA 2018 Total 2017 Total % Change Calls for Services Law 159,027 155,462 2% Fire 16,789 14,588 13% Medical 11,940 13,404 -11% Police Records Entries* 9,254 9,313 -.6% Probation 2,620 3,325 -21% Public Works/Support 2,734 3,831 -28% Animal Control 7,734 8,410 -8% Total 210,098 208,333 1% *weighted by time 2018Annual Report Page 4 City of Winters Agency 2018 Total 2017 Total % Change City of Winters Police 7,421 6,127 17% Police Records Entries 376 133 64% Fire 635 563 11% Medical 336 421 -20% Public Works 46 54 -15% Animal Control 237 254 -7% CLETS Returns 27,276 27,432 -0.2% Phone Calls 12,109 10,020 17% Total 48,436 45,125 7% Agency 2018Annual Report page 5 City of Woodland Agency 2018 Total 2017 Total % Change City of Woodland Police 63,884 60,363 6% Police Records Entries 5,025 5,066 -.8% Fire 4,655 3,717 20% Medical 4,415 4,851 -9% Public Works 977 1,087 -10% Animal Control 2,599 2,856 -9% CLETS Returns 259,118 253,743 2% Total Phone Calls 115,027 109,595 5% Total 455,700 441,278 3% 2018Annual Report page 6 City of West Sacramento Agency 2018 Total 2017 Total % Change City of West Sacramento Police 56,070 60,774 -8% Police Records Entries 3,853 4,010 -4% Fire 4,297 3,356 22% Medical 5,498 6,580 -16% Public Works 467 747 -37% Animal Control 2,260 2,504 -10% CLETS Returns 238,662 260,601 -8% Total Phone Calls 105,947 102,800 3% Total 417,054 441,372 -6% Agency 2018Annual Report page 7 County of Yolo Agency 2018 Total 2017 Total % Change County of Yolo Sheriff 31,652 28,077 11% Fire 6,356 5,550 12% Medical 926 959 -3% Public Works 502 448 11% Animal Control 2,638 2,796 -6% District Attorney 37 96 -61% Maintenance 0 41 -100% Probation 2,620 3,325 -21% Social Services 742 953 -22% Mental Health 0 1 -100% Environmental Health 8 11 -27% Communications 0 23 -100% Explosive Ordinance 32 39 -18% Fire Investigative Unit 0 0 0% Fire Service Misc. 365 365 0% Yolo Narcotics 42 25 40% Public Guardian 25 38 -34% CLETS Returns 156,835 144,017 8% Total Phone Calls 69,621 93,426 25% Total 272,401 280,654 -3% Agency 2018Annual Report page 8 University of California Davis Contract Fire 2018 Total UC Davis Fire Fire 404 Medical 218 Total 622* *calls for service 7/1/2018-12/31/2018 2018 Annual Report page 9 Yocha Dehe Fire Agency 2017 Total 2017 Combined % Change Yocha Dehe Wintun Nation Fire 169 114 33% Medical 343 322 6% Total 512 436 15% 2018Annual Report page 10 Arbuckle Fire Contract Fire 2018 Total 2017 Total % Change Arbuckle Fire 273 199 27% Medical 187 223 16% Total 460 442 8% 2018Annual Report page 11 County Fire Agency 2018 Total 2017 Total % Change County Fire Capay Fire 417 371 Capay Medical 45 39 Clarksburg Fire 626 699 Clarksburg Medical 84 82 Dunnigan Fire 885 840 Dunnigan Medical 207 179 Elkhorn Fire 198 167 Elkhorn Medical 32 22 Esparto Fire 562 558 Esparto Medical 224 205 Knights Landing Fire 190 182 Knights Landing Medical 75 69 Madison Fire 265 314 Madison Medical 58 53 Robbins (Sutter County)Fire 113 125 Robbins (Sutter County)Medical 45 39 Willow Oak Fire 882 902 Willow Oak Medical 146 124 West Plainfield Fire 418 413 West Plainfield Medical 29 50 Yolo Fire 623 733 Yolo Medical 73 68 Zamora Fire 192 246 Zamora Medical 29 29 Total 6,418 6,509 *Misc. Fire Stats: ROSS entries, outside fire agencies =864 additional events 2018Annual Report page 12 Attachment #2 PSAP Answer Time Report Date: 03/05/2019 14:23:27 Yolo Emergency Communications Agency Report Date From: 01/01/2018 35 N Cottonwood St Report Date To: 12/31/2018 Woodland, CA 95695 County: Yolo Period Group: Year Time Group: 60 Minute Year: 2018 Time Block: 00:00 - 23:59 Agency Affiliation Consolidated Multi-Affiliate Call Type: 911 Calls PSAP Size Large Abandoned Filters: Exclude Abandoned Agency Affiliation: All PSAP Size: All The PSAP Answer Time Report is representative of the caller's answer time experience. Seizure-to-Answer Time is measured from the time of call seizure to the time of agent answer. Times shown include Setup, and may include Queue Seconds and/or Ring Seconds depending on PSAP configuration. Answer Times In Seconds % Answered % Answered % Answered Call Hour 0 - 10 11-15 16 - 20 21 - 40 41 - 60 61 - 120 120+ Total ≤ 10 Secs ≤ 15 Secs ≤ 40 Secs 00:00 1,459 34 3 2 2 0 0 1,500 97.27 % 99.53 % 99.87 % 01:00 1,105 10 3 2 0 0 0 1,120 98.66 % 99.55 % 100.00 % 02:00 969 13 0 1 0 0 0 983 98.58 % 99.90 % 100.00 % 03:00 830 6 1 0 0 0 0 837 99.16 % 99.88 % 100.00 % 04:00 826 7 0 2 0 0 0 835 98.92 % 99.76 % 100.00 % 05:00 858 29 9 2 0 0 0 898 95.55 % 98.78 % 100.00 % 06:00 1,090 20 3 0 0 0 0 1,113 97.93 % 99.73 % 100.00 % 07:00 1,281 51 13 3 0 0 0 1,348 95.03 % 98.81 % 100.00 % 08:00 1,752 95 24 7 1 0 0 1,879 93.24 % 98.30 % 99.95 % 09:00 1,877 92 12 5 0 0 0 1,986 94.51 % 99.14 % 100.00 % 10:00 2,234 86 9 6 0 0 0 2,335 95.67 % 99.36 % 100.00 % 11:00 2,436 129 27 7 0 1 0 2,600 93.69 % 98.65 % 99.96 % 12:00 2,344 169 33 11 0 0 0 2,557 91.67 % 98.28 % 100.00 % 13:00 2,516 131 28 14 1 0 0 2,690 93.53 % 98.40 % 99.96 % 14:00 2,622 194 45 7 0 0 0 2,868 91.42 % 98.19 % 100.00 % 15:00 2,736 165 30 11 0 0 0 2,942 93.00 % 98.61 % 100.00 % 16:00 2,643 151 21 10 0 0 0 2,825 93.56 % 98.90 % 100.00 % 17:00 2,796 129 20 6 0 0 0 2,951 94.75 % 99.12 % 100.00 % 18:00 2,814 110 19 5 0 0 0 2,948 95.45 % 99.19 % 100.00 % 19:00 2,565 105 19 10 1 0 0 2,700 95.00 % 98.89 % 99.96 % 20:00 2,490 96 11 4 1 0 1 2,603 95.66 % 99.35 % 99.92 % 21:00 2,423 94 15 10 3 0 0 2,545 95.21 % 98.90 % 99.88 % 22:00 1,956 70 10 6 0 0 0 2,042 95.79 % 99.22 % 100.00 % 23:00 1,745 59 16 5 0 0 0 1,825 95.62 % 98.85 % 100.00 % Total 46,367 2,045 371 136 9 1 1 48,930 Overall Percentage: 94.76 % 4.18% 0.76 % 0.28 % 0.02 % 0.00 % 0.00 % 100.00% % answer time ≤ 15 seconds 98.94 % % answer time ≤ 40 seconds 99.98 % Page 1 of 1 Attachment #3 PSAP Answer Time Report Date: 07/13/2018 05:54:52 Yolo Emergency Communications Agency Report Date From: 01/01/2017 35 N Cottonwood St Report Date To: 12/31/2017 Woodland, CA 95695 County: Yolo Period Group: Year Time Group: 60 Minute Year: 2017 Time Block: 00:00 - 23:59 Agency Affiliation Consolidated Multi-Affiliate Call Type: 911 Calls PSAP Size Large Abandoned Filters: Exclude Abandoned Agency Affiliation: All PSAP Size: All The PSAP Answer Time Report is representative of the caller's answer time experience. Seizure-to-Answer Time is measured from the time of call seizure to the time of agent answer. Times shown include Setup, and may include Queue Seconds and/or Ring Seconds depending on PSAP configuration. Answer Times In Seconds % Answered % Answered % Answered Call Hour 0 - 10 11-15 16 - 20 21 - 40 41 - 60 61 - 120 120+ Total ≤ 10 Secs ≤ 15 Secs ≤ 40 Secs 00:00 1,597 58 7 8 0 0 0 1,670 95.63 % 99.10 % 100.00 % 01:00 1,179 21 2 3 0 0 0 1,205 97.84 % 99.59 % 100.00 % 02:00 1,027 24 4 2 0 0 0 1,057 97.16 % 99.43 % 100.00 % 03:00 914 15 2 0 0 0 0 931 98.17 % 99.79 % 100.00 % 04:00 806 11 0 3 0 1 0 821 98.17 % 99.51 % 99.88 % 05:00 826 32 1 3 0 0 0 862 95.82 % 99.54 % 100.00 % 06:00 955 35 6 1 0 0 0 997 95.79 % 99.30 % 100.00 % 07:00 1,307 83 10 9 0 0 0 1,409 92.76 % 98.65 % 100.00 % 08:00 1,673 81 16 5 0 0 0 1,775 94.25 % 98.82 % 100.00 % 09:00 1,814 109 24 5 0 0 0 1,952 92.93 % 98.51 % 100.00 % 10:00 2,171 104 25 2 0 0 0 2,302 94.31 % 98.83 % 100.00 % 11:00 2,229 153 24 9 0 0 0 2,415 92.30 % 98.63 % 100.00 % 12:00 2,363 193 23 16 1 0 0 2,596 91.02 % 98.46 % 99.96 % 13:00 2,396 152 27 17 0 0 0 2,592 92.44 % 98.30 % 100.00 % 14:00 2,444 216 45 16 0 0 0 2,721 89.82 % 97.76 % 100.00 % 15:00 2,544 194 52 19 2 0 0 2,811 90.50 % 97.40 % 99.93 % Page 1 of 3 Answer Times In Seconds % Answered % Answered % Answered Call Hour 0 - 10 11-15 16 - 20 21 - 40 41 - 60 61 - 120 120+ Total ≤ 10 Secs ≤ 15 Secs ≤ 40 Secs 16:00 2,610 162 16 9 0 0 0 2,797 93.31 % 99.11 % 100.00 % 17:00 2,808 189 34 17 0 0 0 3,048 92.13 % 98.33 % 100.00 % 18:00 2,600 127 26 20 0 0 0 2,773 93.76 % 98.34 % 100.00 % 19:00 2,568 126 21 13 1 0 0 2,729 94.10 % 98.72 % 99.96 % 20:00 2,428 127 28 24 0 1 0 2,608 93.10 % 97.97 % 99.96 % 21:00 2,299 142 22 10 1 0 0 2,474 92.93 % 98.67 % 99.96 % 22:00 2,048 84 23 11 1 0 0 2,167 94.51 % 98.38 % 99.95 % 23:00 1,627 50 12 4 0 0 0 1,693 96.10 % 99.05 % 100.00 % Total 45,233 2,488 450 226 6 2 0 48,405 Overall Percentage: 93.45 % 5.14% 0.93 % 0.47 % 0.01 % 0.00 % 0.00 % 100.00% % answer time ≤ 15 seconds 98.59 % % answer time ≤ 40 seconds 99.98 % Percentage 0-10 seconds same county: 92.68 % Percentage 0-10 seconds same size: 85.22 % Percentage 0-10 seconds same county w/o CHP: 92.68 % Percentage 0-10 seconds same size w/o CHP: 83.33 % PSAP Answer Time Report Date: 07/13/2018 05:54:52 Yolo Emergency Communications Agency Report Date From: 01/01/2017 35 N Cottonwood St Report Date To: 12/31/2017 Woodland, CA 95695 County: Yolo Period Group: Year Time Group: 60 Minute Year: 2017 Time Block: 00:00 - 23:59 Agency Affiliation Consolidated Multi-Affiliate Call Type: 911 Calls PSAP Size Large Abandoned Filters: Exclude Abandoned Agency Affiliation: All PSAP Size: All Page 2 of 3 Page 3 of 3 Attachment #4 MEMORANDUM Date: November 30, 2018 To: Dena Humphrey, Executive Director From: Leah Goodwin, Operations Manager Subject: Staffing Analysis & Forecast In order to maintain our service levels and address our current and future staffing needs, I have used our last 3 year’s workload volume and coverage needs to calculate staffing estimates utilizing NENA’s PSAP Staffing Tool, the data inputted into the formula makes a recommendation on needed staff either by workload volume or coverage needed (see table), the coverage formula appears to be the most realistic of the figures and is what I recommend we use as a starting point to work towards. Proposed Proposed Current Number of Number of Number of FTEs Using FTEs Using FTE Volume Coverage Personnel Employees Formula Formula Management (Director & Deputy Directors) 2 4 4 HR/Fiscal Manager (Corina) 1 0 0 Call-takers 5 50 8 Radio Dispatchers* combined the Law/Fire/EMS classifications 30 30 41 Shift Supervisors 4 8 8 Training Supervisor 0 1 1 Training Staff (full time) 0 1 1 Quality Assurance Supervisor 0 1 1 Quality Assurance Staff (full time) 0 2 2 GIS Coordinator (IT handles) 0 1 1 CAD Administrator (IT handles) 0 1 1 IT Manager * 1 1 1 9-1-1 Technologist (Erica) 1 1 1 Systems Administrator (Charles) 1 1 1 Administrative Assistant (Eloise) 1 1 1 Total Personnel 46 103 72 The NENA Staffing Tool includes support staff recommendations, i.e. Training, Quality Assurance & Technology personnel to ensure high levels of service and support operations personnel. In addition, the formula would provide for removing the Shift Supervisors from handling dispatching/call taking responsibilities, allowing for them to be effectively engaged in supervising and supporting operations. Current Staffing: YECA’s current minimum staffing levels have been increased to 6 minimum from 1000-2200, and 5 minimum from 2200-1000. The additional staffing has been covered by the 2 additional funded FTEs and our training and recruitment efforts. November 2018 Staffing Vacancies 10% In-Training 15% Trained 75% Vacancies In-Training Trained Forecasted Staffing:  Turnover (17% over 3 years= 6 FTE) rate,  factoring known losses of experienced staff (1 retirement in 2019, 2 retirements in 2020= 3 FTE),  and staff that are eligible for retirement (3 currently eligible + 1 eligible in 2019 = additional 4 FTE),  YECA has the potential to be facing a significant staffing challenge (possible total loss of 13 FTE or 33% of budgeted positions by 2021). I recommend YECA either increase our budgeted positions and/or authorizes over hire in the following three (3) recruitments to allow for recruitment/training by the minimum of 3 FTE’s. Permanently increasing our budgeted positions in operations would be the preferred solution; this would allow us to address our future population growth, have a trained workforce prepared to cover losses, provide development opportunities, provide support staff to ensure quality service, and put us in a position to be prepared as the industry faces unprecedented technological changes with advent of NG911. Attachment #5 STAFF REPORT Agenda Item: Date: April 6, 2016 To: YECA Governing Board From: Dena Humphrey, Executive Director Subject: Staffing Goals Summary – Informational Only Summary: In 2014, the JPA Board recognized the need to increase staffing levels to meet current operations. In doing so, 4 Dispatch positions were increased. The Board requested at a later time to return with an overall staffing goals that fully addresses the needs of the Agency. The current authorized Dispatch positions for FY16/17 is 36 FTE’s. There are currently 7 Dispatchers in training and 5 positions to fill in September. Once these 12 positions are trained, the 36 FTE’s are expected to satisfy operational demands. While preparing for the staffing goals a set of priorities were developed. These priorities were set in response to objectives of building a more efficient, effective, and responsive workforce. Dispatch Operations Priorities: 1. Improve Employee Training Program – (fill Training Coordinator Position) 2. Meet Field Service Demands 3. Balance Dispatcher Time Spent on Answering 911-Calls 4. Succession Planning for Upcoming Retirements The creation of the Operations Staffing Goals took these priorities along with a look of historical needs and future projections. The current authorized positions of 36 FTE’s meet an industry standards recommendation by 88% for staffing levels. This model used from the National Emergency Number Association (NENA) took a variety of factors into consideration e.g., minimum positions required, NCIC/State/Local queries, CAD Incident volume, call processing times, phone call volume, attrition rates, along with employee availability with vacation and sick time. In response to the identified Dispatch Operations priorities to provide better support to YECA’s member agencies, the following key positions were identified: Proposed Dispatch Staffing Goals: 1. Training Coordinator Position 2. Dispatch Retirement Backfill 3. Dispatch Assistants 1 1. Training Coordinator Position This was a position that was staffed before the economic downfall and never replaced. The training program and oversight was divided up amongst Lead Dispatchers and Supervisors. The universal oversight to a de-centralized model has lost its efficient approach of addressing critical training needs for Law, Fire, and EMD. This position is critical for ensuring dispatch staff of 36 employees are compliant with P.O.S.T training requirements of 24hrs per employee, another 24hrs for EMD medical dispatch requirements, CPR certifications, EMD quality assurance requirement reviews, along with direct in-service training for 200+ Law and Fire policies, CAD updates, CLETS, and radio. By having a viable training program overseen by one person would allow for better accountability, consistency, and effectiveness. The direct benefits to member agencies would see a greater service level to field units and citizens, by improving customer service and responsiveness. With the ever changing technology and resources, the ability to respond to the high emergency demands has placed a greater need for having a more robust training program in place. 2. Dispatch Retirement Backfill Positions The agency for the first time will begin to see retirements in the next couple of years. The agency has 3 Dispatchers eligible to retire today and another 3 eligible to retire in 2 years. The senior class of Dispatchers will need to be planned well to mitigate staffing shortages considering the length of training. The current years of service within the Dispatcher class: 3 employees (25-31 years), 6 employees (15-25 years), 8 employees (10-15 years), 13 employees (10 years or less). 3. Dispatch Assistants Position The Public Safety Dispatcher primary duty is to dispatch incidents, process field unit requests, CLETS inquiries, and maintain unit status. Dispatchers also answers emergency and non-emergency calls, some of which require EMD instructions for conditions that range from minor medical symptoms to life saving CPR instructions. Answering these calls can alter the focus of the Dispatcher with their attention being split between the caller and the field units. This adversely impacts the dispatcher’s ability to react promptly to field unit needs, and it lessens the Dispatcher proficiency causing delays in processing requests, and increases the likelihood that a field unit could be asked to “stand by.” When on duty, the Dispatch Assistant, commonly known as Call Taker, can absorb 30-40 % of those incoming calls, allowing the Dispatcher to be more attentive to the radio activity, Dispatch Assistants can also contribute to radio dispatcher proficiency by filling tow truck requests, calling back reporting parties, confirming warrants, etc. In essence, every telephone call either received or placed by a Dispatch Assistant rather than a Dispatcher contributes to the focus and service to the field unit. Another consideration is if city growth continues and call volume increases there will be a need to increase these positions in the future to respond effectively, meet time requirements, and to limit Dispatcher time spent on answering phones. Over the last five years, CAD calls for service have increased by 10% or 22,000 CFS, and incoming phone calls have increased by 9% or 25,000 calls. The trend chart below shows the continued increases: 2 The other component to consider for these positions is the onset of Next Generation 911 (NG911) that will move communications centers across America to an IP-based platform. This technology will create a faster method of delivering data to Dispatch Centers in response to technology used by the public. The digital information (e.g., voice, photos, video, text messaging) will flow through the centers to first responders. Additional staffing to process the incoming digital information may also need to be considered at the time of implementation. The future staffing goals are presented in response to the priorities of ultimately meeting field service demands, maintaining a high skilled workforce, and providing exceptional emergency service to the citizens. 3 F F F Y Y Y Y e 1 1 1 a 7 7 9 r /1 /1 /2 8 8 0 C $ $ $ 1 1 1 o 1 3 2 s 0 0 0 t k k k 1 2 2 Q F F F P r t y T E T E T E o p o s e T R D d r D is p a t c h O p e r a P o s it io n a in in g C o o r d in a to r e tir e m e n t B a c k f ill is p a tc h A s s is ta n ts t io n s S * t a f f if n e in e d g e d G bN o a a s e e x ls dtG N oe nn o C T t e s ity & e x t to C 9 o1 u1 n ty g r o w th , One alternative to the Training Coordinator position would entail converting an existing Supervisor position to the Training Coordinator. This would create a cost savings for the position. However, would create some gaps in supervision and change the span of control from 5 employees to 10 employees per Supervisor. In addition, some shifts would go without supervisory support with a staff of 3 Supervisors covering the 24/7 operations.