2015 adopted budget - norcom 03 2015 budget_adopted... · 2014-12-08 · 2015 adopted budget ......

Bellevue, WABellevue, WABellevue, WA

201520152015

BudgetBudgetBudget AdoptedAdoptedAdopted

NORTH EAST KING COUNTY REGIONAL

PUBLIC SAFETY COMMUNICATIONS

AGENCY

2015 Adopted Budget

December 12, 2014

i

The core mission of the North East King County Regional Public Safety Communica ons Agency is to provide high quality emergency service communica ons to the public for emergency medical services, fire and police. We will carry out this mission by receiving calls for service; dispatching

Mission Statement

resources in response to such calls; tracking and coordina ng informa on flow and resources to assist responders; ini a ng records for all emergency events; and enhancing effec veness, efficiency, coordina on and interoperability of emergency service providers.

1

Table of Contents Mission Statement___________________________________________________________________________________________i

Table of Contents ___________________________________________________________________________________________ 1

Core Values _______________________________________________________________________________________________ 3

Operating Principles ________________________________________________________________________________________ 3 Cultural Values ____________________________________________________________________________________________ 3

Historical Information _______________________________________________________________________________________ 4

NORCOM Historical Time Line _______________________________________________________________________________ 5

Governing Boards __________________________________________________________________________________________ 7

Organizational Chart ________________________________________________________________________________________ 9 Team Members ____________________________________________________________________________________________ 10

Position History ___________________________________________________________________________________________ 11

NORCOM “C.A.R.E.S.” ____________________________________________________________________________________ 12

Policies & Process _________________________________________________________________________________________ 13

Director’s Message _________________________________________________________________________________________ 19

Budget Highlights _________________________________________________________________________________________ 22 Core Values & Outcomes ____________________________________________________________________________________ 27

2015 Financial Summary – All Funds _________________________________________________________________________ 31

Financial Summary – Operating Fund _________________________________________________________________________ 33

Financial Summary – Capital Projects Fund ____________________________________________________________________ 40

Financial Summary – Equipment Replacement Fund _____________________________________________________________ 46

Financial Summary – Operating Expense Reserve Fund __________________________________________________________ 49 Financial Summary – E-9-1-1 Escrow Fund ____________________________________________________________________ 50

Financial Summary - Rate Stabilization Fund ___________________________________________________________________ 51

Performance Measures _____________________________________________________________________________________ 53

Calls for Service & User Fees Calculation ______________________________________________________________________ 85

User Fees Breakdown-Full Cost Model ________________________________________________________________________ 87 Calls for Service – By Discipline ______________________________________________________________________________ 88

Calls for Service – All Agencies _______________________________________________________________________________ 89

Fire Service Area __________________________________________________________________________________________ 90

Police Service Area ________________________________________________________________________________________ 91

Appendix A _______________________________________________________________________________________________ 92

Glossary _________________________________________________________________________________________________ 94 Acronyms ________________________________________________________________________________________________ 97

3

Core Values

Deliver Excellent Service to the Public – Be Outstanding

Provide a Good Value – Be Efficient

Customer Service – Be Responsive

Participatory Governance – Work Together

Promote Interagency Collaboration, Communication and Interoperability – Be Open

Consider the Future – Be Innovative

Operating Principles Operate in a way that is accountable and transparent to the public; participating agencies.

Govern the Agency through a board on which all principals have a voice and a vote.

Make operational decisions through the use of two operational boards; one for police and

one for fire/EMS. Both boards shall meet regularly, together and separately.

Seek to understand and address the unique needs of police, fire and EMS agencies as well

as the disparate needs of small and large agencies. Strive to address these needs

equitably in all operating and financial decisions.

Cultural Values

COOPERATIVE; I commit to working cooperatively toward a common goal.

ACCOUNTABLE; I commit to being held accountable and taking personal responsibility for my words and actions.

RESPECTFUL; I commit to showing respect to all people I come in contact with.

EXCELLENT; I commit to striving for excellence in my work, word and deeds.

SUPPORTIVE; I commit to be supportive of those I work with and for.

4

Historical Information In 2004, fourteen local jurisdictions in North and East King County – cities, fire districts and a public safety joint operating agency – commissioned a study to identify enhanced efficiencies and improved service levels that could be realized with a regional partnership approach to dispatch. A Steering Committee composed of top management staff and/or chief executive officers from all participating jurisdictions entered into a Joint Powers agreement to complete a Business and Services Plan for a joint operation of a public safety communications center. The NORCOM Steering Committee worked cooperatively in the interest of the continuation of high quality public safety communications services in the region to create the Statement of Operating Values and Principles, the Mission Statement and the Core Values that guide NORCOM today. The North East King County Regional Public Safety Communications Agency (NORCOM), officially organized on November 7, 2007 as a Washington not-for-profit corporation created by an Interlocal Agreement among the City of Bellevue, City of Bothell, City of Clyde Hill, City of Kirkland, City of Medina, City of Mercer Island, City of Snoqualmie, King County Fire District #45 (Duvall), Eastside Fire and Rescue, King County Fire District #27 (Fall City), Northshore Fire, Shoreline Fire, King and Kittitas Counties Fire District 51 (Snoqualmie Pass Fire and Rescue), and Woodinville Fire and Life Safety, as authorized by the Interlocal Cooperation Act under Chapters 39.34 and 24.06 of the Revised Code of Washington. In 2008 the City of Redmond entered into a contract with NORCOM to become a subscriber to NORCOM’s emergency fire and medical unit dispatch services as provided for in the Interlocal agreement. In July of 2009, King County Fire District #50 (Skykomish) entered into a contract as a principal participant.

In 2007 the City of Bellevue, with support from Senators Maria Cantwell and Patty Murray, and Representative Dave Reichert, requested support from the Department of Justice in the form of one time funding for technology that included Computer Aided Dispatch, Mobile Data, and Records Management Systems. The City of Bellevue was awarded a grant from the U.S Department of Justice, Office of Community Oriented Policing Services to be passed through to NORCOM. The State of Washington Department of Community, Trade and Economic Development awarded funding in August 2007 and in September 2008 the City of Bellevue was awarded a grant from the Washington State Military Department to support technology start up costs for consolidation of dispatch services. A contract with New World Systems was signed in December of 2008 to provide the integrated public safety technology solution. On July 1, 2009, NORCOM answered its first 911 call as a consolidated dispatch agency. Today NORCOM continues to look to the Core Values and Operating Principles as the basis for its current operations and to guide decisions for the future.

5

NORCOM Historical Time Line

2004

Phase I – Research for a regionalized public safety communications agency begins.

2005 MAR

Phase II – Fourteen jurisdictions in North and East King County join together to develop a governance Interlocal agreement and Business and Services Plan.

2006 MAY

Phase II completed.

2007 AUG

City of Bellevue awarded grant from State of Washington Department of Community, Trade and Economic Development to support startup technology costs.

NOV

NORCOM officially organized as a Washington Not-for-Profit Corporation and Interlocal Agreement is signed by fourteen Participating agencies.

DEC

City of Bellevue awarded grant from U.S. Department of Justice to support startup technology costs.

2008 JAN

NORCOM appoints Chris Fischer as first Executive Director.

APR

City of Redmond joins NORCOM as subscriber agency.

AUG

NORCOM hires first employee.

SEP

City of Bellevue awarded grant from Washington State Military Department to support startup technology costs.

NOV

Final member of initial NORCOM management team hired.

DEC 2009 JAN MAY

NORCOM signs agreement with New World Systems for an Integrated Pubic Safety Solution. NORCOM signs Joinder Agreement with Municipal Employees Benefit Trust (MEBT) establishing NORCOM Employee’s Retirement Plan through MEBT. NORCOM signs Lease agreement with City of Bellevue to occupy space on 7th floor of City Hall.

2009 First NORCOM Training Academy MAY

(CRA01) begins with 8 Telecommunicators and 3 Team Supervisors.

JUN NORCOM Standard Operating Procedures established. Three remaining Team Supervisors identified and hired.

JUL First 911 call answered at 00:03:47; simultaneously the back-up center at Redmond Public Safety Building is implemented. Remodel of NORCOM space on 7th floor of Bellevue City Hall completed. King County Fire District #50 joins NORCOM as participating agency.

DEC

Washington State Patrol, Issaquah, Bothell and Redmond Police Departments sign agreements establishing NORCOM as back-up operations center.

2010 MAY

NORCOM moves New World servers from Kirkland City Hall to NORCOM.

JUN 2011 APR 2011 DEC 2012 JUL

Association of Public Safety Communications Officials (APCO) International recognizes NORCOM Training Program as achieving certified compliance in meeting or exceeding the APCO Minimum Training Standards for Public Safety Telecommunicators. National Center for Missing & Exploited Children (NCMEC) recognizes NORCOM as Certified Partner Agency. Strategic Planning Committee formed. First Employee Survey conducted.

6

NORCOM Historical Time Line

2012 JUL AUG

On-Line Business Systems hired to manage Integrated Communications & Records Management (ICRM) project. NORCOM’s 2012 Budget recognized by the Washington Finance Officers Association (WFOA) with Distinguished Budget Presentation award.

DEC 2013 JAN

NORCOM hires first permanent Executive Director Cultural Values adopted; NORCOM C.A.R.E.S. Cooperative Accountable Respectful Excellence Supportive

JUL AUG SEPT

Governing Board approves pursuing TriTech Computer Aided Dispatch (CAD) for Fire Operations. King County E9-1-1 Consolidation Assessment Study Report released. Deputy Director position authorized. NORCOM’s 2013 Budget recognized by the Washington Finance Officers Association (WFOA) with Distinguished Budget Presentation award. Second Employee Survey conducted.

OCT 2014 FEB JUN APR

NORCOM joins Community Connectivity Consortium. Joint Integrated Prioritized Tasking List (JIPTL) adopted. Agreement signed with TriTech for Fire Mobile Software and Support. IT Director position authorized NORCOM joins Association of Washington Cities (AWC) Employee Benefit Trust for medical, dental, and vision benefits.

7

Governing Boards The Interlocal Agreement of November 7, 2007, provides NORCOM be governed by a Governing Board. The Governing Board is comprised of the Chief Executive Officer of each Principal. The principle functions of the Governing Board are:

• The review and approval of NORCOM’s budget; o In addition the NORCOM budget is presented to the legislative bodies of the

participating agencies for approval and incorporation into each agency’s annual/biannual budget;

• Approves the decision to request Principals issue debt for or on behalf of NORCOM; • Approves the admission of a new Principal; • Approves the appointment of the Executive Director; • Approves the expansion of the scope of services provided by NORCOM.

The Joint Operating Board serves in an advisory capacity to the Governing Board. The Joint Operating Board is composed of the combined membership of the Police Service Board and the Fire/EMS Service Board.

• The Police Service Board consists of the chief from each Principal and Subscriber police department or equivalent agency or operation directly receiving services from NORCOM.

• The Fire/EMS Service Board consists of the chief from each Principal and

Subscriber with a Fire/EMS department or equivalent agency or operation directly receiving services from NORCOM.

The principle responsibilities of the Joint Operating Board are:

• Promote interagency collaboration and cooperation; • Share information; • Develop and propose Agency operating policy and other such matters as directed

by the Governing Board; • Provide advice, information, and recommendations to the Governing Board and the

Executive Director.

8

Governing Board

CHAIR Kurt Triplett City Manager

City of Kirkland

James Knisley

Fire Chief KCFD #50 (Skykomish)

VICE CHAIR Jim Torpin Fire Chief

Northshore Fire Department

Noel Treat

City Manager City of Mercer Island

Bob Van Horne Fire Chief

City of Bothell

Bill Archer Police Chief

City of Clyde Hill

Brad Miyake City Manager

City of Bellevue

Mike Sauerwein City Manager City of Medina

Bob Larson City Administrator City of Snoqualmie

Chris Connor

Fire Chief KCFD #27 (Fall City)

David Burke Fire Chief

KCFD #45 (Duvall)

Lee Soptich Fire Chief

Eastside Fire & Rescue

Jay Wiseman Fire Chief

Snoqualmie Pass FD

Matt Cowan Fire Chief

Shoreline Fire Department

Greg Ahearn Deputy Fire Chief

Woodinville Fire & Rescue

Joint Operating Board

Fire/EMS Service Board Police Service Board CHAIR

Steve Heitman Fire Chief

Mercer Is. Fire Department

James Knisley

Fire Chief KCFD #50 (Skykomish)

VICE CHAIR Mike Johnson

Deputy Police Chief Bellevue Police

Mike Risen

Interim Fire Chief Bellevue Fire Department

Wes Collins Deputy Fire Chief

Eastside Fire & Rescue

Mike Ursino Police Captain Kirkland Police

Jim Roepke

Deputy Fire Chief Bothell Fire Department

Chris Connor Fire Chief

KCFD #27 (Fall City)

Bill Archer Police Chief

Medina Police

Mark Correira Fire Chief

Snoqualmie Fire Department

Helen Ahrens-Byington Deputy Fire Chief

Kirkland Fire Department

Steve Burns Police Chief

Medina Police

Joel Kuhnhenn Deputy Fire Chief

KCFD #45 (Duvall)

Jim Torpin Fire Chief

Northshore Fire Department

Ed Holmes Police Chief

Mercer Island Police

Jay Wiseman Fire Chief

Snoqualmie Pass FD

Tim Dahl Assistant Fire Chief

Shoreline Fire Department

Tommy Smith Fire Chief

Redmond Fire Department

Greg Ahearn Deputy Fire Chief

Woodinville Fire & Rescue

9

Organizational Chart

10

Team Members

NORCOM

Thomas Orr Executive Director

Mike Mandella Deputy Director

Vacant Information Technology

Director Sheryl Mullen Accreditation, Facilities & Continuity of Operations Manager

Gwen Pilo

Finance Manager

Marla Smithhisler Human Resources Administrator

Heather Wong

Executive Assistant

Keith Polzin QA & Public Records Specialist

Charlene Inman

Accounting & Benefits Specialist

Roky Louie Training Coordinator

Karen Furuya

Information Technology Team Supervisor

Team Supervisors Josh Baker Melissa Crawford Katy Gilbert Cassandra Hogue Cory James Amanda Kolling

Members of Technical Staff

Pete Luke Zebulon Middleton

Mike Prill Khai Tran

Nathan Way Ed Whitford

Vacant Vacant

11

Position History

The Administrative Clerk title has been changed to Executive Assistant and moved back to the Administrative Business Unit The Human Resources Manager and HR Specialist position have been eliminated and the Human Resources Administrator replaces the two positions. Telecommunicator FTE count has been increased by two. The Information Technology Manager title has been changed to Information Technology Director.

Business Unit 2008 2009 2010 2011 2012 2013 2014 2015

AdministrationExecutive Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Deputy Director - - - - - 1.00 1.00 1.00 Executive Assistant - - - - - - 1.00 1.00 QA & Records Specialist - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 - - -

FinanceFinance Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Accounting & Benefits Specialist - 1.00 1.00 1.00 1.00 1.00 1.00 1.00

Human ResourcesHuman Resources Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - Human Resources Administrator - - - - 1.00 HR Specialist - - - - - 1.00 1.00 - Administrative Clerk - 1.00 1.00 1.00 1.00 1.00 - -

OperationsOperations Manager 1.00 1.00 1.00 1.00 1.00 1.00 - - Training Coordinator - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Team Supervisor - 6.00 6.00 6.00 6.00 6.00 6.00 6.00 Telecommunicator - 66.00 69.00 72.00 72.00 65.00 60.00 62.00

Professional Standards & Development Professional Standards Manager 1.00 1.00 1.00 1.00 1.00 - - -

Accreditation/Facilities/Continuity of OperationsAFC Manager - - - - - - 1.00 1.00

TechnologyInformation Technology Director - - - - - - 1.00 1.00 Information Technology Manager 1.00 1.00 1.00 1.00 1.00 1.00 Technical Services Team Supervisor - - 1.00 1.00 1.00 1.00 1.00 1.00 Technology Team Member - 6.00 5.00 5.00 6.00 8.00 8.00 8.00

Total 7.00 89.00 92.00 95.00 96.00 91.00 86.00 87.00

Budgeted Full Time Position History by Business Unit

12

NORCOM “C.A.R.E.S.” In response to the Employee Survey, a Cultural Values Cross Team was implemented to develop a set of core values to guide interpersonal relationships at NORCOM. Suggestions for these values were solicited from, and voted on, by the entire staff. The final cultural values, Cooperative, Accountable, Respectful, Excellent, and Supportive are represented in a logo and video, and will be a part of new academy training and performance reviews. The Governing Board proclaimed January 14-18, 2013 as “NORCOM C.A.R.E.S Week” to recognize the importance for NORCOM employees to gain individual accountability for living the values in the workplace. COOPERATIVE; I commit to working cooperatively toward a common goal.

I will be an active participant within the NORCOM team working collectively toward the successful achievement of our organizational goals. My work, actions and attitude will demonstrate and foster a sense of team unity. I will offer constructive suggestions and express my ideas and opinions in a positive and professional manner.

ACCOUNTABLE; I commit to being held accountable and taking personal responsibility for my words and actions.

I commit to contributing positively to the culture and environment that is NORCOM, taking ownership and responsibility for the success and failure of the team. I choose to be held to a higher standard and commit to being ethical and accountable to the public trust. I will proactively seek ways to work efficiently and collaboratively, and strive for continuous improvement.

RESPECTFUL; I commit to showing respect to all people I come in contact with.

I will value the worth of individuals, their talents, ideas and contributions and I will treat everyone with fairness, dignity and compassion. I will demonstrate this in my daily activities and conversation by speaking kindly and showing patience to those I work with, and for. I will value and embrace a work/life balance.

EXCELLENT; I commit to striving for excellence in my work, word and deeds. I will provide quality service to my teammates, the public and to our service providers. I will strive to exceed the highest professional standards while working toward a common goal. I commit to being receptive to progressive and creative approaches to everyday issues.

SUPPORTIVE; I commit to be supportive of those I work with and for.

I will collectively contribute to a positive and nurturing environment that inspires participation and loyalty, and fosters a sense of community. I will provide opportunity for other’s personal and professional growth. I will strive to build my team members up and support them so we can achieve success as one.

13

Policies & Process The stewardship of public funds is one of the greatest responsibilities given to the officials and managers of NORCOM. Therefore, the establishment and maintenance of wise fiscal policies enable NORCOM management and officials to protect public interests and ensure public trust. These policies are intended to serve as a Governing Board approved set of values and expectations for financial planning, budgeting, accounting, reporting and other management practices. Budget Policies NORCOM’s budget process is part of an overall policy framework that guides the services and functions of NORCOM. The budget serves a key role in that policy framework by allocating financial resources to support the Core Values and Outcomes. The budget also establishes financial policies to influence the availability of future resources. Developing the annual budget is an ongoing process that begins as soon as the Final Budget for the prior year is printed. Budget Preparation Timeline

14

For practical and budgetary purposes proprietary funds use the accrual basis of accounting. The budget is a balanced budget with legal budgetary control at the fund level; i.e., expenditures and other financing uses may not exceed budgeted appropriations at the fund level. Budget Adoption NORCOM is an Enterprise Fund, totally self-supporting through user fees based on calls for service. A formula has been established that apportions costs to the principal and subscriber agencies based on the service provided by NORCOM after outside revenues are subtracted from the required annual amount needed to operate the agency. Calls for Services and the User Fee calculation are described in more detail starting on page 85. Before the Governing Board approves the proposed budget developed by NORCOM staff, several groups review and make recommendations. Budget principals are developed and presented to the Joint Operating Board, Governing Board and Principals Assembly early during the budget process. The Finance Committee scrutinizes the proposal prior to submission to the Joint Operating Board, who votes on a recommendation to forward to the Governing Board. In early August of each year, a public hearing is held and the final budget proposal is presented to the Governing Board for action. Once approved, each agency is then responsible for adopting their portion of the NORCOM budget into their agency budget. After receiving approval from the legislative authorities of each participating and subscriber agency NORCOM’s Governing Board adopts the Budget. Budget Amendment Process There are two types of adjustments related to the adopted budget: 1) transfers between line items or between business units; and 2) changes to an individual funds total appropriation. The former is handled administratively when needed with the approval of the Executive Director. The latter can take place at various times during the year and requires Governing Board approval by Resolution. The process for changing a fund’s total appropriation is as follows:

• Requests for budget adjustments are submitted in writing to the Finance Manger and Executive Director.

• If approved, requests are consolidated in a Resolution and presented to the Governing Board at a regular meeting.

• The Governing Board approves adjustments to a fund’s total annual appropriation by Supermajority vote.

• Approved adjustments are incorporated into the existing annual budget resulting in a revised appropriation for the year.

15

General Financial Goals:

• To provide a financial base sufficient to sustain consistent high quality emergency service

communications to the public for emergency medical services, fire and police by receiving calls for service; dispatching resources, tracking and coordinating information flow and resources, initiating records for all emergency events, and enhancing effectiveness, efficiency, coordination and interoperability of emergency service providers.

• To withstand local and regional economic hardships sustained by our participating and subscribing agencies and adjust to changes in their service level requirements.

Revenues and Expenditures:

• NORCOM will maintain revenue and expenditure categories according to state statute and administrative regulation.

• NORCOM shall maintain a balanced budget where current revenues are sufficient to support current expenditures.

• “Other” Revenues (E-911 funds, KC EMS funds, etc.) shall be realistically estimated and

based upon the best information available.

• NORCOM will follow a vigorous policy of collecting revenues.

• All potential grants shall be carefully examined for matching requirements. Some grants may not be accepted if the matching funds cannot be justified. Grants may also be rejected if programs must be continued with local resources after grant funds are exhausted.

• Expenditures approved by the Governing Board in the annual budget define NORCOM’s

spending limits for the upcoming year. Beyond legal requirements, NORCOM will maintain an operating philosophy of cost control and responsible financial management.

• No “one-time” expenses will be carried forward into subsequent budgets without specific authority.

• Emphasis is placed on improving individual and work group productivity rather than adding to the work force. NORCOM will invest in technology and other efficiency tools to maximize productivity. NORCOM will request additional staff only after the need of such positions has been demonstrated and documented.

16

Reserves and Fund Balance:

• An Operating Expense Reserve will be maintained at a level equal to at least 5% of the

total Operating budget less capital contracts, transfers out, and personnel costs.

• Capital Equipment Replacement will be fully funded according to the schedule to minimize large increases in User Fees from year to year resulting from acquisition or replacement of capital, and to fund the timely replacement of aging technology, equipment, and systems.

• Additional reserve accounts may be created by the Governing Board to account for monies for future known expenditures, special projects, or other specific purposes.

• All reserve accounts will be presented in the annual budget. Cash Management and Investments:

• All temporary cash surpluses are invested until required for expenditures.

• Cash in excess of anticipated needs for operations and equipment replacement is invested under the guidelines of the Investment Policy and the proceeds are returned to the investing source.

• The NORCOM investment policy is reviewed every two years and includes detailed information on the following topics: • Investment objectives

o Legality o Safety o Liquidity o Yield

• Supervision and Delegation of Authority • Prudence, Ethics, and Conflicts of Interest • Authorized Financial Dealers and Institutions • Authorized and Suitable Investments • Collateralization, Safekeeping, and Custody • Diversification • Maximum Maturities • Internal and External Control • Performance Standards • Reporting Requirements

17

Accounting, Financial Reporting and Auditing:

• A comprehensive accounting system will be maintained to provide all financial information necessary to effectively operate NORCOM.

• NORCOM will meet the financial reporting standards set by the Governmental Accounting Standards Board.

• The accrual basis of accounting is followed in Proprietary Funds. Revenues are recognized when earned and expenses are recognized when incurred.

• An annual audit will be performed by the State Auditor’s Office.

Debt Service:

NORCOM does not have the power to issue obligations or to incur debt. If capital funding is needed for facilities, technology, or equipment, one or more Principals may issue obligations to provide for NORCOM’s needs. All Principals shall be required to participate equitably in providing for the repayment of those obligations. To date, no participating agency has issued debt on NORCOM’s behalf. It is not anticipated that debt will be issued in the foreseeable future.

19

Director’s Message December 1, 2014 To: NORCOM Governing Board I am privileged to transmit the 2015 Budget for NORCOM reflecting the sixth full year of operations and representing a collaborative effort among NORCOM staff, the Finance Committee, the Joint Operating Board, and the Governing Board over many months. The 2015 Budget was built upon the Budget Principles developed by staff and approved by the Governing Board in May, 2014. These principles are the foundation for the formation of the budget and address the issues that will impact the budget. The 2015 Budget was created using a zero based budget strategy and performance measurement tools to insure that all costs were validated and justified. The budget focuses on operational stability, growth containment, and service levels as priorities. Key issues addressed are maintenance of staff at the level established in 2013 based on a comprehensive staffing analysis; continuation of the New World contract modification negotiated in 2014; planning for future technology projects pursuant to the Joint Integrated Prioritized Task List (JIPTL); an upgrade to TriTech Computer Aided Dispatch; and a refit and remodel to accommodate increasing space requirements. Throughout 2014, the Board and NORCOM focused on several important aspects of NORCOM operations and organization:

• Ongoing oversight of a planned re-launch of New World Systems and continuing participation in contract default processes to redress past failures;

• Evaluation and modification of the Information Technology division, and development of Service Level Agreements;

• Completion of a review of cost allocation methodologies; • Representing NORCOM in ongoing discussions regarding the future financial

stability of the E-911 fund; • Continuation of efforts and additional initiatives in support of C.A.R.E.S. to include

training and implementation in Just Culture and individual conflict resolution; • Assumption of ownership and development of long term plans for maintenance

and upgrades to systems supporting Alpha-Paging, Locution and VHF Radio Communications;

• Response to security breach and implementation of recommendations from a preliminary security audit;

• Formalization of project methodologies internal to NORCOM; • Preparations for negotiation of a new Labor Agreement with Telecommunicators

utilizing Interest Based Bargaining.

20

Significant Changes on the Horizon

NORCOM made significant improvements in operations and business management in 2014. The clarity with respect to the ICRM system and PSAP consolidation that was expected in last year’s budget report did not materialize. The ICRM technology continues to prove difficult and no quick solution is on the horizon. In addition, significant unanticipated external projects have been levied on NORCOM. These projects have the potential to divert existing NORCOM human resources from key NORCOM projects. 2015 promises to be a year of continued significant challenges for NORCOM. During all these challenges, NORCOM staff has never ceased to meet and exceed professional standards for meeting the needs of public safety, both for our citizens and responders. I deeply thank all the staff at NORCOM, and the Committees and Boards, for the teamwork and support that has been necessary to succeed, and will be needed in the future. Respectfully, Thomas R. Orr Executive Director On December 12, 2014 the Governing Board met and unanimously approved the 2015 Budget as presented with Resolution 82.

21

NORCOM 10 Year Budget – Projected v. Actual

NORCOM’s annual budget for each of its first ten years of operation was projected following its inception in 2009. As indicated by the chart below, NORCOM continues to outperform projections and bring greater savings to its Participating and Subscriber agencies. Revenues

Assessments

Expenditures

Year 2009 2010 2011* 2012 2013 2014 2015 2016 2017 2018Budgeted Outside

Revenue 1,238,838$ 1,124,100$ 1,355,355$ 1,800,745$ 1,748,282$ 1,702,748$ 1,736,575$ -$ -$ -$ 10 Year Forecast 1,238,838$ 1,271,048$ 1,304,095$ 1,338,002$ 1,372,790$ 1,407,109$ 1,442,287$ 1,478,344$ 1,515,303$ 1,553,185$

Budget Less Forecasted -$ (146,948)$ 51,260$ 462,743$ 375,492$ 295,639$ 294,288$ -$ -$ -$

Year 2009 2010 2011* 2012 2013 2014 2015 2016 2017 2018Budgeted

Assessments 8,834,581$ 9,009,707$ 9,218,611$ 9,176,663$ 9,404,743$ 9,689,253$ 10,067,106$ 10 Year Forecast 8,760,882$ 8,984,606$ 9,327,837$ 9,761,144$ 10,129,563$ 10,510,420$ 10,906,164$ 11,317,380$ 11,744,679$ 12,189,696$

Budget Less Estimated 73,699$ 25,101$ (109,226)$ (584,481)$ (724,820)$ (821,167)$ (839,058)$

Year 2009 2010 2011* 2012 2013 2014 2015 2016 2017 2018Budgeted

Expenditures 10,073,419$ 10,266,121$ 10,573,966$ 10,977,408$ 11,153,025$ 11,392,001$ 11,803,681$ 10 Year Forecast 9,999,720$ 10,255,654$ 10,631,932$ 11,099,146$ 11,502,352$ 11,917,529$ 12,348,451$ 12,795,724$ 13,259,982$ 13,742,881$

Budget Less Estimated 73,699$ 10,467$ (57,966)$ (121,738)$ (349,327)$ (525,528)$ (544,770)$

* Budget numbers do not include Kirkland Annexation

22

Budget Highlights 2015 Operating Budget: The operating budget is NORCOM’s comprehensive financial plan which provides for the level of services determined by the Governing Board. NORCOM’s 2015 budget is a result of a comprehensive process incorporating any newly approved programs, inflationary increases, and other expenses. New programs were analyzed by the Executive Director, Finance Manager and Finance Committee before being presented to the Joint Operating Board for their analysis and review. All current operating expenditures will be paid from current revenues. Current revenues and operating expenditures will be reviewed quarterly during the year. It is the policy of NORCOM to utilize beginning balances and other one-time revenue for one-time/non-recurring expenditures only. At the direction of the Governing Board, by the approval of the budget policies and nine objectives, NORCOM staff, with the help of outside sources, looked at staffing models and made organizational changes that impact the 2015 and future budgets. The changes are discussed in more detail below: • Staffing: Significant changes were made to the staffing model which had a direct

impact on the 2015 budget. Removal of the HR Manger and HR Specialist positions and replacing 2 FTE’s with 1 FTE (HR Administrator); creation of the Executive Assistant position and increasing the pay range; and reclassifying the IT Manager to an IT Director position provided a net savings of $97,000.

23

• Reduction of Overtime Line Item in Budget: NORCOM began tracking overtime

as a formal line item in its 2014 budget which represented a first-ever effort to forecast projected overtime. Staffing and overtime was tracked closely throughout 2014 and it was determined that at least one of the two approved unfunded FTE’s was vacant for most of the year. The Finance Committee recommended, and the Governing Board approved, funding the two FTE’s and reducing overtime as 2014 saw a 20% decrease in overtime as employees were released from training and available to work all positions.

• Medical Benefits. NORCOM joined the AWC Employee Benefit Trust for medical, dental, and vision benefits in July of 2014. At that time there was a dramatic decrease in benefit costs. In 2015, medical benefit premiums increased 5%, dental premiums increased 8%, and vision increased 5.5%.

• PERS Increases. The Washington State Public Employees Retirement System (PERS) has projected Employer Contribution rates to increase from 9.21% to 10.07% in 2015. The graph below depicts the contribution rates paid since NORCOM joined PERS in July of 2009.

Jan - June 2009

Jul - Aug 2009

Sept 2009 - June 2011

Jul - Aug 2011

Sept 2011 - March

2012

April -June 2012

July 2012 - June 2013

July - Aug 2013 Sep-13

ER 8.31% 5.29% 5.31% 7.07% 7.25% 7.08% 7.21% 9.19% 9.21%EE 5.50% 3.89% 3.90% 4.59% 4.64% 4.64% 4.64% 4.92% 4.92%

0.00%1.00%2.00%3.00%4.00%5.00%6.00%7.00%8.00%9.00%

10.00%

PERS Contributions

24

• Human Resources. NORCOM completed a review of its internal Human Resources

services and determined to outsource some initial recruiting, hiring and testing functions to Public Safety Testing as a means to cut costs and streamline operations. NORCOM implemented this new process in 2014 and will continue in 2015.

• Radio, Locution and Alpha-Paging Sites and Systems. NORCOM completed the process of transferring the King County Fire Zone One Alerting System assets and all responsibility for the repair and maintenance of the system in December 2014. The addition of this program increased the budget approximately 1%.

Capital Projects Fund: The Integrated Communications and Records Management (ICRM) Project was scheduled to be completed in 2011. The project encountered a setback when the technology was implemented in late 2011. In 2012 and 2013, budget was shifted and amended to add resources to enable a successful re-launch of the New World Systems technology for Police and then Fire, first by hiring a third party to analyze and recommend a fruitful path forward, and then implement the recommendations. A dedicated Project Manager was hired; the project team was supplemented with Subject Matter Experts (SME) from our participating agencies; and outside special counsel was hired to assist with dispute resolution. NORCOM had been engaged in dispute resolution related to the New World Systems contract throughout 2013 and began mediation in January 2014. Mediation resulted in a Mediators Agreement that was approved by the Governing Board in April 2014. The Settlement Agreement resulted in a payment to NORCOM of $850,000. These funds make up the 2014 ending fund balance in the Capital projects fund and are available for use as projects are identified. The 2015 Budget includes resources to continue Project Management services and the support of outside special counsel. The need for Project Management services is anticipated through first quarter 2015 at which time NORCOM will transfer that function to internal IT staff. It is anticipated that special counsel may be required throughout the pendency of the ICRM project. A Joint Integrated Prioritized Tasking List (JIPTL) establishes timing and resources for any projects scheduled to begin in 2015 and 2016. The JIPTL is regularly monitored for performance and updating. Equipment Replacement Reserve: It is NORCOM’s desire that the Capital Equipment Replacement Reserve be fully funded according to the schedule to minimize large increases in User Fees from year to year resulting from the acquisition or replacement of capital. An analysis of the fund was conducted and the Finance Committee recommended moving to a cash flow formula for the funding of the Equipment Replacement Fund, thereby saving $75,000 a year in contributions.

25

Operating Expense Reserve: This fund represents a working capital reserve provision based on 5% of operating expenses less salaries and benefits and one-time expenses. The fund was reviewed by the Finance Committee to determine if the method of calculating and the amount of reserves was still valid. After reviewing the probability and magnitude of loss due that NORCOM might endure and the other reserve funds NORCOM maintains it was recommended the formula remain the same; ((Operating Fund – (Capital Contracts = Fund Transfers + Personnel Services)) * 5%. Using this formula, there is no planned contribution to this fund in 2015. E 9-1-1 Escrow:

The King County E 9-1-1 office collects excise taxes for wireline, wireless, and VoIP services. All Public Safety Answering Points (PSAP) in King County receive quarterly distributions from the King County E 9-1-1 office if call answering standards set by the office are met. These funds are used to help offset the cost of operations and are transferred to the operating fund as needed. The estimated annual revenue for 2015 will be $1,504,571, an increase of $29,770 from 2014. The distribution of 2015 budgeted E 9-1-1 revenues is summarized here: NORCOM has participated in ongoing discussions regarding the future financial stability of the E-9-1-1 fund. King County E 9-1-1 has determined to obligate over $6,000,000 in E 9-1-1 funds over the next two years for projects such as Smart 9-1-1, Interim Text to 9-1-1, NG-9-1-1 (Next Generation 9-1-1), CAD Interoperability, Phone System Upgrades, and other similar projects. Inasmuch as the funding of these projects decrease the availability of E 9-1-1 funds for King County PSAPs and also require dedicated personnel from King County PSAPs, NORCOM and other King County PSAPs are seeking greater input and visibility on project selection, funding and timing.

26

Rate Stabilization:

The Rate Stabilization fund was created in 2012 to be funded through one-time revenues, new agency assessments/fees, ending fund balance or other sources deemed appropriate by the Governing Board. The Governing Board determined since these are one-time revenues they will only be used for one-time expenditures. No transfers are required for 2015.

27

Core Values & Outcomes

• Promptly Answer & Dispatch Emergency calls for service

• Make mission critical systems available for use by employees & customers

• Provide timely and accurate financial reports to stakeholders

• Continue work toward accreditation from the Commission on Accreditation for Law Enforcement Agencies (CALEA)

• Maintain National Center for Missing & Exploited Children (NCMEC) 911 Call Center Partnership certification

• Maintain records retention program consistent with State of Washington requirements

• Develop and deliver legally required training

• Maintain and manage the NORCOM website content

• Support community service activities

• Support neighboring agencies with back-up service for call answering and dispatch

Deliver Excellent Service to the Public: We shall meet all regional and national standards in the delivery of public safety communications services. Be Outstanding. Promote Interagency Collaboration, Communication and Interoperability: We will operate in ways to enhance and promote these values by working for the good of everyone, not just those served by our Agency. We will be good neighbors. Be Open.

28

• Manage Agency budget to control or reduce costs to create a more efficient, cost effective organization

• Maintain data integration to eliminate redundancy

• Enhance customer service by validating customer requirements and providing resources to meet their needs

• Provide staff resources trained on NORCOM technology support and maintenance

• Recruit and retain highly qualified work force

• Maintain a robust and comprehensive Quality Assurance Program

• Enhance technical skills of the technical team members in core competencies to create resource depth

• Prevent repeated mistakes. Identify agency and individual trends to improve performance

• Maintain high standards in our Telecommunicator training programs

• Assure service delivery through establishment of performance standards

Provide a Good Value: We will provide effective service while using resources wisely. Be Efficient. Customer Service: We shall provide the best possible service to the public, to member and subscriber agencies, and to other public safety service providers. The Agency shall actively listen to customers, anticipate their needs, and exceed their expectations. Be Responsive.

29

• Provide required functionality and services as determined by the Joint Operating Board and the Governing Board

• Maintain a work atmosphere that facilitates productivity and open lines of communication

• Support succession planning through modules of training for NORCOM employees who have demonstrated initiative and interest in leadership and advancement within NORCOM

• Provide quality administrative support to the Governing Board, Joint Operating Board, Management, and Staff

• Recognize NORCOM employees for their successes

• Further the professional development of all employees

• Create a Long-Term Plan that will assist NORCOM in identifying future financial needs, challenges, and opportunities

• Maintain a performance management program that covers all aspects of management and policy making, promotes continuous organizational learning, and transforms practices to achieve better results

• Create and maintain comprehensive records management program

• Maintain service levels and support employee needs in the event of a disaster

• Devise and maintain disaster recovery plans for all NORCOM systems

Participatory Governance: We will give all participating agencies, whether principals or subscribers, a meaningful voice in the operating decisions of the Agency. Agency employees shall be treated with respect and empowered to contribute to the success of the Agency. We will make decisions by consensus whenever possible, involving all parties. Work Together. Consider the Future: We will continuously identify public and customer needs and changes in the public safety environment. We will be willing to bring in new partners or assume new responsibilities over time, if doing so is consistent with the Core Mission. Be Innovative.

31

2015 Financial Summary – All Funds

Description Operating Capital Projects Equipment

Replacement Operating Exp

Reserve E-911 Escrow Rate

Stabilization Total All Funds

2015 Estimated Beginning Fund Balance -$ 639,370$ 1,411,458$ 112,307$ 516,708$ 421,141$ 3,100,984$

Revenue: Revenue from Participating Agencies 9,465,679 - 9,465,679 Revenue from Subscribing Agencies 641,265 - 641,265 Grant Revenue State Funded - - Federal Appropriation - - E-911 Revenue 1,504,571 1,504,571 Miscellaneous Revenues 192,166 192,166 Interest Earnings - 6,932 - - 6,932 Transfer-In 1,504,571 - 415,000 - 1,919,571 Revenue 11,803,681 - 421,932 - 1,504,571 - 13,730,184

TTL 2015 Resources 11,803,681$ 639,370$ 1,833,390$ 112,307$ 2,021,279$ 421,141$ 16,831,168$

Expenditures Salaries & Wages 6,647,030 6,647,030 Personnel Benefits 2,450,857 2,450,857 Operating Supplies 95,654 134,004 229,658 Operating Services 2,160,140 199,295 336 2,359,771 Capital Outlays 35,000 15,000 422,280 472,280 Transfers-Out Transfer-Out To Operating Expense Reserve - - - Transfer-Out to Equip Replacement 415,000 - - 415,000 Transfer-Out to Capital Projects - - - - Transfer-Out to Operations 1,504,571 - 1,504,571 Expenditures 11,803,681 214,295 556,620 - 1,504,571 - 14,079,167

2015 Ending Fund Balance - 425,075 1,276,770 112,307 516,708 421,141 2,752,001

TTL 2015 Expenditures 11,803,681$ 639,370$ 1,833,390$ 112,307$ 2,021,279$ 421,141$ 16,831,168$

Restricted Reserves - Designated Reserves 1,276,770 112,307 516,708 421,141 2,326,926

Available Fund Balances -$ -$ 1,276,770$ 112,307$ 516,708$ 421,141$ 2,326,926$

Change in Fund Balance -$ (214,295)$ (134,688)$ -$ -$ -$ (348,983)$

32

Fund Balance Summary

Operating Fund Balance is budgeted at zero. At the end of the year remaining operating fund balance is appropriated for use in the current year or transferred to the Rate Stabilization fund for use in future years. The Rate Stabilization fund was created in 2012. During the 2013 budget process it was determined these funds should be used for one time purchases and not to offset the cost of ongoing expenses.

Fund balance decreases reflect planned use for capital purchases and to fund the ongoing Integrated Communications & Record Management project.

33

Financial Summary – Operating Fund

The Operating Fund is the main fund of NORCOM and is used to account for all financial expenditures and revenues for daily operation.

2012 2013 2014 2015Amended Approved

Actual Actual Budget BudgetResourcesBeginning Fund Balance 892,637$ 205$ -$ -$ Operating Revenue Revenue from Participating Agencies 8,535,615 9,035,246 9,129,718 9,465,679 Revenue from Subscribing Agencies Fees 568,010 584,925 598,373 641,265

Total Operating Revenue 9,103,625 9,620,171 9,728,091 10,106,944

Non-Operating Revenue Miscellaneous Revenues 163,929 168,464 189,109 192,166 Interest Earnings 1,754 - - -

Total Non-Operating Revenue 165,683 168,464 189,109 192,166

Transfers In From E-9-1-1 Account 876,765 822,229 1,474,801 1,504,571 From Operating Expense Reserve - - - - From Rate Stabilization Fund - - - -

Total Transfers In 876,765 822,229 1,474,801 1,504,571

Total Resources 11,038,710 10,611,069 11,392,001 11,803,681

ExpendituresOperating Expenditures Salaries (5,678,549) (6,011,147) (6,333,245) (6,647,030) Personnel Benefits (1,838,441) (2,149,383) (2,695,224) (2,450,857) Operating Supplies (53,422) (49,529) (87,973) (95,654) Operating Services (2,500,009) (1,923,412) (2,075,559) (2,160,140) Capital Outlay (44,732) (52,984) - (35,000)

Total Operating Expenditures (10,115,153) (10,186,455) (11,192,001) (11,388,681)

Transfers Out Transfer-Out for Equipment Replacement (375,000) (425,000) (200,000) (415,000) Transfer-Out for Operating Expense Reserve (5,791) - - - Transfer-Out for Capital Projects (542,561) (74,200) - -

Total Transfers Out (923,352) (499,200) (200,000) (415,000)

Total Expenditures (11,038,505) (10,685,655) (11,392,001) (11,803,681)

Ending Fund Balance 205$ (74,586)$ -$ -$

34

Operating Fund Revenue Detail

Participant and Subscriber revenues increased 3.89% for 2015 due to several factors:

• Increase in Equipment Replacement contribution from $200,000 to $415,000. • One-time Capital Purchases budgeted for $35,000. • Increase in Operational Expenditures of 4.3%. • Decrease in Bellevue Smoothing 16.5%.

King County reimburses NORCOM for meeting certain performance standards related to EMS. The previous year contract amount is used for budgetary purposes. Transfers In are budgeted to increase 2.02%. All operating transfers come from the E-911 Escrow Trust Fund to help offset the costs of operations. King County maintains the funds in escrow and the funds are transferred to the NORCOM operating fund as needed or allowed by King County policy. It is anticipated that King County will begin decreasing distributions to PSAP’s in 2016.

2012 2013 2014 2015Amended Approved %

Source of Funds Actual Actual Budget Budget Difference ChangeParticipant & Subscriber Revenue

Bellevue Fire 1,163,011$ 1,189,822$ 1,224,033$ 1,288,212$ 64,179$ 5.24% Bellevue Police 1,844,194 2,248,300 2,175,481 2,200,150$ 24,669$ 1.13% Bothell Fire 262,349 298,705 305,155 358,070$ 52,915$ 17.34% Clyde Hill Police 48,892 55,289 60,209 64,138$ 3,929$ 6.53% KCFD #45 (Duvall) 49,975 53,204 52,283 53,477$ 1,194$ 2.28% Eastside Fire & Rescue 487,383 531,631 553,240 588,748$ 35,508$ 6.42% KCFD #27 (Fall City) 29,227 33,873 34,620 33,301$ (1,319)$ -3.81% Kirkland Fire 399,888 447,547 481,014 498,690$ 17,676$ 3.67% Kirkland Police 1,931,591 1,798,699 1,951,578 2,111,831$ 160,253$ 8.21% Medina Police 57,209 61,755 72,771 94,191$ 21,420$ 29.43% Mercer Island Fire 136,485 150,324 149,912 155,750$ 5,838$ 3.89% Mercer Island Police 344,918 417,786 410,588 417,895$ 7,307$ 1.78% Northshore Fire 170,045 191,134 187,610 190,956$ 3,346$ 1.78% Redmond Fire 529,117 545,114 559,535 601,427$ 41,892$ 7.49% Redmond Fire Subscriber Fee 38,892 39,811 38,838 39,838$ 1,000$ 2.57% Shoreline Fire 523,220 540,048 579,437 637,829$ 58,392$ 10.08% KCFD #50 (Skykomish) 16,194 16,178 16,510 15,921$ (589)$ -3.57% Snoqualmie Fire 48,531 52,993 53,917 60,018$ 6,101$ 11.32% Snoqualmie Pass Fire & Rescue 15,514 20,023 22,446 22,688$ 242$ 1.08% Woodinville Fire & Rescue 174,990 233,435 218,917 189,315$ (29,602)$ -13.52% Bellevue Smoothing 832,000 694,500 580,000 484,500$ (95,500)$ -16.47%

Total Operating Revenue 9,103,625 9,620,171 9,728,094 10,106,944 3.89%

Other Revenue Sources Interest Earnings 1,754 - - - - Misc. Revenue & Reimbursements 6,114 10,811 - - -

Parking Reimbursements 19,580 20,532 29,313 29,313 - 0% KC EMS Performance Standards 138,235 137,122 159,796 162,853 3,057 2%

Total Non-Operating Revenue 165,683 168,464 189,109 192,166 1.62%Operating Transfers In

Operating Expense Reserve - - - - - E-9-1-1 Escrow Account 876,765 908,146 1,474,801 1,504,571 29,770 2.02% Rate Stabilization Fund - - - - -

Total Transfers In 876,765 908,146 1,474,801 1,504,571 2.02%

Total Revenues 10,146,073$ 10,696,781$ 11,392,004$ 11,803,681$

35

Operating Fund Expenditures Detail

2012 2013 2014 2015Actual Actual Amended Approved %

Budget Budget Difference ChangeEmployee Expenses

Salaries 5,274,451$ 5,615,943$ 6,061,985$ 6,429,695$ 367,710$ 6.1%Overtime 404,094 395,204 271,260 217,335 (53,925) -19.9%FICA/Medicare 82,624 85,720 91,504 96,362 4,858 5.3%Unemployment Compensation 21,133 34,037 35,255 40,800 5,545 15.7%Industrial Insurance 16,379 15,757 18,220 17,892 (328) -1.8%Retirement 382,061 486,114 581,210 667,703 86,493 14.9%MEBT 332,517 352,048 391,260 417,497 26,237 6.7%Life Insurance 5,336 5,641 - - - Long Term Disability 9,534 10,036 - - - Medical Insurance 886,961 1,044,702 1,440,754 1,068,078 (372,676) -25.9%Dental Insurance 88,184 89,261 99,487 94,828 (4,659) -4.7%Vision 7,642 8,106 8,924 18,635 9,711 108.8%Long Term Health Care 6,072 6,421 10,710 10,962 252 2.4%Uniform Allowance 7,711 7,199 6,700 6,900 200 3.0%Professional Development 4,792 143 7,000 7,000 - 0.0%Professional Allowances 175 4,200 4,200 4,200 - 0.0%

Employee Total 7,529,667$ 8,160,532$ 9,028,469$ 9,097,887$ 69,418$ 0.8%Operating Expenses

Office Supplies 16,099 16,341 17,785 16,350 (1,435) -8.1%Operating Supplies 1,150 1,244 4,240 1,350 (2,890) -68.2%Academy Supplies 7,047 1,121 200 225 25 12.5%Recruitment Supplies - 3,442 1,500 1,000 (500) -33.3%Consumable Goods 3,593 3,740 5,252 5,090 (162) -3.1%Small Tools & Minor Equipment 11,885 13,037 14,424 18,834 4,410 30.6%Office Furniture & Equipment - 1,503 1,000 7,000 6,000 600.0%Computer Hardware - Non-Capital 9,529 9,101 43,572 41,255 (2,317) -5.3%Professional & Technical Services 318,849 209,064 133,000 128,000 (5,000) -3.8%Legal Services 53,230 53,276 34,500 35,500 1,000 2.9%Negotiations 26,604 26,014 - 20,000 20,000 Advertising 9,723 9,826 18,800 10,000 (8,800) -46.8%HR Services 34,445 31,376 31,375 28,600 (2,775) -8.8%Financial Audit 16,404 - 14,450 15,895 1,445 10.0%Payroll Services - 49,949 52,073 54,735 2,662 5.1%Bank Fees - 86 - - - Software/Licensing 4,472 133,187 11,795 14,095 2,300 19.5%Postage 4,553 1,386 4,000 1,600 (2,400) -60.0%Hosted Services 139,099 150,066 153,675 167,956 14,281 9.3%Network Service 262,338 121,784 38,724 20,200 (18,524) -47.8%Telephone Service 58,192 62,118 64,540 61,640 (2,900) -4.5%Cellular, Pager, Radio Service 28,179 35,729 39,015 40,695 1,680 4.3%R & M - Telephones 10 493 6,000 2,000 (4,000) -66.7%Local Travel/Training/Mileage - 4,340 10,010 10,593 583 5.8%Training/Conf. Travel 20,746 20,279 28,595 21,268 (7,327) -25.6%Facility Lease 477,383 445,245 442,900 476,086 33,186 7.5%Radio Site Lease 4,118 8,324 11,630 11,800 170 1.5%Equipment Lease 6,075 7,101 6,200 8,150 1,950 31.5%Parking Lease - 48,210 58,380 53,255 (5,125) -8.8%Insurance 43,447 44,707 52,095 54,700 2,605 5.0%R & M - Office Equipment 68 914 - 1,000 1,000 R & M - Network Equipment 67,798 102,872 100,779 100,513 (266) -0.3%R & M - Software Maintenance - 330,130 695,698 760,295 64,597 9.3%Training/Conf. Registrations 23,699 19,021 48,335 54,870 6,535 13.5%Dues & Memberships 5,362 4,220 14,290 8,294 (5,996) -42.0%Printing & Binding 1,838 1,524 4,400 2,400 (2,000) -45.5%Publications & Subscriptions 955 2,173 300 550 250 83.3%

Operating Total 2,540,754$ 1,972,943$ 2,163,532$ 2,255,794$ 92,262$ 4.3%

Employee & Operating Total 10,070,421$ 10,133,475$ 11,192,001$ 11,353,681$ 161,680 1.4%Capital & Reserves

Capital Purchases 44,732$ -$ -$ 35,000$ 35,000 Capital Equipment Replacement Reserve 375,000 445,000 200,000 415,000 215,000 107.5%Operating Expense Reserve 5,791 - - - Transfer Out to Capital Projects 542,561 74,200 - -

Capital & Reserve Total 968,084$ 519,200$ 200,000$ 450,000$ 250,000$ 125.0%

Total Expenditures 11,038,505$ 10,652,675$ 11,392,001$ 11,803,681$ 411,680$ 3.6%

36

Operating Fund Expenditures by Program With the implementation of the new financial system in 2013, NORCOM is now able to track expenses by program. The Operating Budget is presented here using program categories currently identified that an expense can be directly attributed to. This method allows for better tracking of the services NORCOM offers and the cost of those services.

New Programs for 2015 are listed below:

Lease for Redmond Satellite Center Equipment Replacement and R&M for Alpha-Paging/Locution System Public Safety Testing Outside Coaching and Investigation Services R&M for Communications Room and Chair Replacement Expanded Employee Recognition Program Public Education

Because NORCOM is transitioning to a new accounting system and identifying expenditures by program, some line item/program expenses may change as the process improves.

Program variances are described on the following pages.

2013 2014 2015Actual Amended Approved %

Account Description Budget Budget Difference ChangeOperating Fund

.01. Personnel Services 7,898,173$ 9,028,469$ 9,097,887$ 69,418$ 0.8%

.02. Employee Services 60,177 61,788 80,050 18,262$ 29.6%

.03. Education 46,555 98,605 93,250 (5,355)$ -5.4%

.04. Recognition 6,055 3,487 4,464 977$ 28.0%

.05. General Government Administration 1,174,800 1,017,709 991,857 (25,852)$ -2.5%

.06. Legislative Activities 39,097 1,400 1,750 350$ 25.0%

.07. Recruitment & Hiring 43,613 57,225 48,650 (8,575)$ -15.0%

.20. Communications Room 204,627 188,229 298,343 110,114$ 58.5%

.21. New Hire Academy 4,673 8,964 3,235 (5,729)$ -63.9%

.22. Continuity of Operations 660 1,050 1,500 450$ 42.9%

.30. Police Services 112,532 416,036 416,836 800$ 0.2%

.55. Fire Services 173,204 163,220 164,870 1,650$ 1.0%

.56. Fire & EMS Alerting System 84,297 106,070 109,873 3,803$ 3.6%

.80. Redmond Satellite Center 22,562 39,749 41,116 1,367$ 3.4%

.85. Capital Contracts 52,987 - 35,000 35,000$ Depreciation - - - -$ Fund Transfers 605,116 200,000 415,000 215,000$ 107.5%

Operating Total 10,529,127$ 11,392,001$ 11,803,681$ 411,680$ 3.6%

37

Operating Expenditures Account Narratives Personnel Services The Personnel Services section includes salaries and benefits for all personnel. Personnel Service Costs only increased 0.8% for 2015 primarily due to the move to the Association of Washington Cities Benefit Trust for Medical, Dental, and Vision and the reduction of the cost of medical benefits (25.9%). Other changes incorporated are:

Increase from Collective Bargaining Agreement = 2% Market Adjustment. Increase in Telecommunicator FTE’s from 60 to 62.

Human Resources Manager and Specialist FTE’s reduced to one Administrator FTE. Information Manager FTE increased to Director FTE. Overtime reduced 20%. Medical, Dental and Vision costs reduced 24%. Employment Security Experience Rating increased 15.7%. PERS rates increased from 9.21% to 10.07%.

NORCOM employees are provided the following benefits: PERS, FICA/Medicare, Medical Insurance, L&I, Dental Insurance, Vision Insurance, Unemployment Compensation, Long Term Health Care, Individual Life Insurance and Municipal Employees’ Benefit Trust. Employee Services Employee Services represent direct costs that support personnel and include the cost to run the Municipal Employee Benefit Trust (MEBT), the outsourcing of payroll, and the maintenance of Telestaff, the timekeeping system.

This program increased 29.6% due to the outsourcing of outside coaching and investigations to support the HR function.

Education

The cost of education has decreased from a reduction in the number of personnel sent to Washington APCO conference and a decrease in mileage costs.

Recognition The Employee Recognition Committee was convened to manage the recognition program and ensure NORCOM personnel receive appropriate appreciation and recognition for the outstanding work they do. The net increase of $977 is due to an expansion of recognition activities as a result of the C.A.R.E.S. Cultural Values and employee survey.

General Government Administration

General Government Administration includes costs associated with running the agency not easily identified by department and includes items like office supplies, postage, insurance, and phone services.

This program has decreased 2.5% as a result of identifying items belonging in other programs and NORCOM’s policy to review each item included in the budget to determine if the cost is still relevant and required. Approximately $52,000 was cut from the budget and/or assigned to other more relevant programs.

An additional $20,000 was added to support the HR Administrator.

38

Legislative Activities

Legislative Activities include the cost associated with governing the agency. This program pays for supplies and refreshments for the Governing Board and other inter-agency meetings.

The increase of $350 is offset with a portion of the decrease in General Government Administration.

Recruitment & Hiring

The direct costs associated with hiring of agency personnel has decreased with the reduction of advertising and recruitment supplies, and the outsourcing of hiring Telecommunicators to Public Safety Testing (PST) in 2014, which provides a range of testing and evaluations developed specifically for the selection of public safety dispatchers.

Communications Room

This program accounts for the cost of running the Communications room, excluding personnel costs for salaries and wages. Items included are small tools, headsets, and the repair and maintenance of the recording equipment and the CAD portion of the New World and TriTech systems.

Contract negotiations with the NORCOM Associated Guild will begin in 2015 and account for a portion of the 58% increase ($21,000). NORCOM follows best practices with respect to maintaining Communications Room consoles and they are cleaned and inspected twice a year. Repair requirements have increased as they have aged and $1,000 has been added to cover the expense. The CAD portion of the TriTech Software Maintenance Agreement accounts for the remaining increase.

New Hire Academy

This program tracks the direct costs association with the Training of new Telecommunicators. As NORCOM has become fully staffed the costs association with training have decreased. NORCOM is estimating the possibility of hiring and training 5 FTE’s in 2015, down from the 8 to 12 in previous years.

Continuity of Operations As the Continuity of Operations Plan is developed and tested it is anticipated this program will expand. Currently, only the cost of food for NORCOM personnel during COOP activations is funded.

Police Services

The direct costs for supporting police services such as ACCESS, and software maintenance for Virtual Partner, New World Systems, Net Motion, LogMeIn, and Coplogic are included.

Fire Services

The direct costs for supporting fire services such as software maintenance for the Move-Up Module, TriTech Net Motion, LogMeIn, and First Watch are included.

Fire & EMS Alerting System The direct costs for the support of the Fire & EMS Alerting System include the radio site leases and maintenance, Locution software maintenance, and fire station maintenance.

39

Redmond Satellite Center

The Satellite Center, formerly known as the Back-up Center, is located in Redmond. This program accounts for the cost of telephone services, business continuation routing, UPS maintenance, and new for 2015, is the cost to lease the space from Redmond. The cost of telephone services were previously overstated by $12,000 which offset the cost of the addition of the lease agreement with Redmond.

Capital Contracts

Capital Contracts in the operating fund are defined as projects lasting less than one year that qualify for capitalization and are not associated with the ICRM project.

In 2015 a remodel of a shower room to include a bathroom stall is funded, as well as the replacement of the antenna at Rattlesnake Mountain.

Fund Transfers

An in-depth review of the Equipment Replacement Reserve was identified as part of the 2015 Budget Policies. After a review of the original calculation, it was determined a move from an actual cost model to a cash flow model would save $75,000 per year and fund necessary replacements for the next 20 years.

40

Financial Summary – Capital Projects Fund


Actual Actual Budget BudgetResourcesBeginning Fund Balance 935,340$ 851,068$ 1,420,968$ 639,370$ Revenue Revenue from Participating Agencies - - - - Revenue from Subscribing Agencies - - - - Reimbursable Grant Revenues - - - - Miscellaneous Revenues - - 850,000 - Interest Earnings - - - -

Total Revenue - - 850,000 -

Transfers In From Operating 582,561 - - - From E-911 Escrow - 856,719 362,538 - From Rate Stabilization - 620,100 - -

Total Transfers In 582,561 1,476,819 362,538 -

Total Resources 1,517,901 2,327,887 2,633,506 639,370

ExpendituresExpenditures Salaries - - - - Personnel Benefits - - - - Non-Capital Expenditures (57) (892,632) - (199,295) Capital Outlay (666,776) (14,287) (1,994,136) (15,000)

Total Expenditures (666,833) (906,919) (1,994,136) (214,295)

Transfers Out Transfer-Out for Equipment Replacement - - - - Transfer-Out for Operating Expense Reserve - - - -

Total Transfers Out - - - -

Total Expenditures (666,833) (906,919) (1,994,136) (214,295)

Ending Fund Balance 851,068$ 1,420,968$ 639,370$ 425,075$

41

Capital Projects Fund The Capital Projects Fund was created to track projects lasting more than a year. The Integrated Communications and Records Management (ICRM) project began in 2008 and was scheduled to be completed in 2010. Due to setbacks in the development of critical software a professional services contract for project management was signed with Online Business Systems (OBS) in 2012. In 2013, Online Business Systems conducted an Alternative Strategies Assessment (ASA) in an effort to assist NORCOM in identifying a roadmap for the ICRM project. The result of the ASA acknowledged a new path for Fire Computer Aided Dispatch (CAD), mobile and Records Management System (RMS), instead of the original Integrated CAD/Mobile/RMS that was to be shared with Police. This change from an integrated Police/Fire CAD/Mobile/RMS system to two separate tracks prompted reorganization within the ICRM program, new stakeholder groups, and a new method for identifying and approving projects. The ICRM program is now defined as a collection of several projects that have related goals and shared resources. Projects are identified within the new Fire and Police Stakeholder groups and presented to the Executive Director, IT Director, IT Program Manager and Finance Manager for prioritization based on available personnel and funding resources. The Joint Integrated Prioritized Tasking List (JIPTL), as it is now known, is presented to the Governing Board for approval. It is anticipated this process will be incorporated into the annual budget process and ultimately provide NORCOM with a six-year planning roadmap. The approved list for 2015 is provided below: NWS CAD Stabilization - Stabilization of Police ICRM Production systems by resolution of all P1 and P2 issues. NWS Pre-GA to 10.x GA Migration - Migration from a NORCOM specific version to a General Update NWS version. The current agreed-upon plan with NWS is to implement 10.2 SP1 that will address a number of P1 and P2 issues that cannot be resolved in the 10.0 platform, as well as deliver enhanced feature sets. This project will have a heavier focus on agency participation in testing. LInX Interface - The RAIN program has been shut down; however, for many agencies, the state’s RAIN database continues to feed data to LinX. This project is to take out the RAIN dependency by building an interface from NWS Law Enforcement RMS to LinX. TriTech CAD Major Update - The upgrade provide additional features to dispatchers as well as new GIS capabilities. TriTech mobile product will be upgraded as well. New Fire Station Configuration - Install the fire alerting system (Locution, PLC, and Station Printing) for four new fire stations. Fire Mobile Tablets - Implement TriTech Mobile for tablets allowing agencies the option and flexibility of using tablets to reduce hardware costs and provide increased user mobility. First Watch Hosting - Migrate the hosting of First Watch system from Eastside Fire and Rescue to NORCOM.

42

Fire RMS Strategy - The focus of this project is to revisit the Fire RMS requirements and determine strategy that best meets those requirements. Strategies include: Status Quo (agency-owned RMS), Consolidated (host separate agency Zoll RMS at NORCOM), or Unified (single RMS for all NORCOM Fire). Follow-on projects potentially include: Zoll Consolidation, Fire RMS solution selection (if Unified is required), ESO to Fire RMS Interface, etc. Disaster Recovery Site Build - Offsite Disaster Recovery Site for use in the event of a large scale disaster; not tethered to the Bellevue site. Intrusion Detection/Prevention Implementation - Provides additional network security to detect and prevent against an external intrusion to our network. NWS QA Production Environment Build - Creation of mirrored environment for realistic upgrade and final acceptance testing. GIS Database Consolidation – Consolidation of the New World System GIS and Tritech GIS data into one database.

43

Capital Projects Fund Revenue Detail

2014 Ending Fund Balance will be used to fund 2015 projects.

2012 2013 2014 2015Amended Approved %

Source of Funds Actual Actual Budget Budget Difference ChangeParticipant & Subscriber Revenue

Bellevue Fire -$ -$ -$ -$ - Bellevue Police - - - - - Bothell Fire - - - - - Clyde Hill Police - - - - - KCFD #45 (Duvall) - - - - - Eastside Fire & Rescue - - - - - KCFD #27 (Fall City) - - - - - Kirkland Fire - - - - - Kirkland Police - - - - - Medina Police - - - - - Mercer Island Fire - - - - - Mercer Island Police - - - - - Northshore Fire - - - - - Redmond Fire - - - - - Shoreline Fire - - - - - KCFD #50 (Skykomish) - - - - - Snoqualmie Fire - - - - - Snoqualmie Pass Fire & Rescue - - - - - Woodinville Fire & Rescue - - - - -

Total Participant & Subscriber Revenue - - - -

Other Revenue Sources Misc. Revenue & Reimbursements - - 850,000 - 850,000 Interest Earnings - - - - -

Total Other Revenue Sources - - 850,000 - Grant Revenue State Funded - - - - -

Federal Appropriation - - - - - Total Grant Revenue - - - -

Transfers In Operating Expense Reserve - - - - - E-911 Escrow - 782,519 362,538 - (362,538) Rate Stabilization Fund 40,000 620,100 - - - Operating Fund 542,561 - - - -

Total Transfers In 582,561 1,402,619 362,538 -

Total Revenues 582,561$ 1,402,619$ 1,212,538$ -$

44

Capital Projects Fund Expenditure Detail

2012 2013 2014 2015Amended Approved Difference %

Description Actual Actual Budget Budget ChangeCapital Expenditures - PoliceNew World CAD/RMS ContractLicensed Standard Software - - 577,087 - - Implementation Services & Training for Police/Corrections Project - - 137,422 - - Police/Corrections Custom Software/Modification/Interface - - - - - Implementation Services & Training for Fire Project - - - - - Fire Custom Software/Modification/Interface - - - - - Third Party Services - - - - - Escrow Services - - - - - Travel Expenses - - - - - Tax - - - - -

New World CAD/RMS Contract Total -$ -$ 714,509$ -$ -$

User Acceptance TestingInterface Configuration -$ -$ -$ 15,000$ 15,000

User Acceptance Testing Total -$ -$ -$ 15,000$ 15,000$

Capital Expenditures - FireTriTech Mobile ContractLicensed Standard Software -$ -$ 177,900$ - - Fire Project - - 124,837$ - - Escrow Services - - 1,100$ - - Project Management Travel - - 12,563$ - - R&M - Software Maintenance - - 41,228$ - -

TriTech Mobile Contract Total -$ -$ 357,627$ -$ -$

ICRM Project - OverheadICRM ServicesConsumable Goods - - - - - Tools & Equipment - - - - - Computer Equipment 37,994 - - 62,235 62,235 Travel & Lodging - 11,977 - - - Training - - - - - Advertising - - - - - Project Management 371,880 742,465 622,000 75,500 (546,500) -87.86%Legal Services 196,903 138,190 300,000 48,000 (252,000) -84.00%GIS Consulting 60,000 - - 13,560 13,560 Software & Licenses 57 - - - -

ICRM Services Total 666,833$ 892,632$ 922,000$ 199,295$ (722,705)$

Transfer Out - Operations - - - - -

Total Capital Projects Fund 666,833$ 892,632$ 1,994,136$ 214,295$ (707,705)$ -76.76%

45

Capital Projects Fund Expenditures by Program

Funding for the ongoing ICRM project is estimated as follows: ICRM Administration ICRM Administration contains the overhead costs to manage the ICRM program and other projects that cannot be directly allocated to either police or fire services. Project Manager for Q1 2015 = $75,500 Legal Fees = $48,000 Intrusion Detection/Prevention System = $62,235 GIS Consulting Support = $13,560 Total = $199,295 Interface Configuration This project is on the JIPTL and provides for the addition of interface testing capability to the New World Systems User Acceptance Environment. This project is considered critical to testing NWS software before any go live.


Account Description Budget Budget Difference ChangeCapital Projects Fund

.01. Personnel Services -$ -$ -$ -$

.05. ICRM Administration 887,192 922,000 199,295 (722,705)$ -78.4%

.85. New World Contract 5,440 - - -$ Interface configuration - - 15,000 15,000$

.86. TriTech Contract - - - -$ Fund Transfers - - - -$

Capital Projects Fund Totals 892,632$ 922,000$ 214,295$ (707,705)$ -76.8%

46

Financial Summary – Equipment Replacement Fund

In order to provide quality services to participating agencies, NORCOM has invested in state-of-the-art technology. In order to protect our initial investment into the future NORCOM has established a practice of contributing to an Equipment Replacement fund. The fund is a budgetary reserve identified in the interlocal agreement and set aside specifically to replace equipment as it physically wears out or becomes functionally obsolete. The ability to keep pace with the latest technological advances will keep NORCOM at the forefront in 9-1-1 and dispatch services. The fund is supported by adopting a contribution into the fund from the Operating Fund. For 2015, the Finance Committee recommended moving to a cash flow formula for the funding of the Equipment Replacement Fund, thereby saving $75,000 a year in contributions.


Actual Actual Budget BudgetResourcesBeginning Fund Balance 722,737$ 1,024,291$ 1,377,743$ 1,411,458$ Revenue Revenue from Participating Agencies - - - - Revenue from Subscribing Agencies - - - - Interest Earnings 2,186 2,694 3,512 6,932

Total Revenue 2,186 2,694 3,512 6,932

Transfers In From Operating Expense Reserve - - - - From Operations 375,000 445,000 200,000 415,000

Total Transfers In 375,000 445,000 200,000 415,000

Total Resources 1,099,923 1,471,985 1,581,255 1,833,390

ExpendituresExpenditures Operating Supplies - - (36,961) (134,004) Operating Services (484) (378) (336) (336) Capital Outlay (75,148) (93,864) (132,500) (422,280)

Total Expenditures (75,632) (94,242) (169,797) (556,620)

Total Expenditures (75,632) (94,242) (169,797) (556,620)

Ending Fund Balance 1,024,291$ 1,377,743$ 1,411,458$ 1,276,770$

47

Equipment Replacement Fund Expenditure Detail


Description Actual Actual Budget Budget DifferenceOperating ExpensesBank Fees 484$ 378$ 336$ 336$ -$

Operating Total 484$ 378$ 336$ 336$ -$

Non-Capital ExpensesComputer Hardware - Non-Capital 75,148$ 47,841$ 36,961$ 99,732$ 62,771$ -Laptops-Computers-Monitors-Network EquipmentComputer Hardware - Non-Capital -$ 23,035$ -$ -$

Computer Hardware - Non-Capital -$ -$ -$ -$ -$

Computer Hardware - Non-Capital -$ -$ -$ -$ -$

Computer Hardware - Non-Capital -$ 937$ -$ -$ -$

Computer Hardware - Non-Capital -$ 9,007$ -$ 8,772$ 8,772$ -UPSComputer Hardware - Non-Capital -$ 13,045$ -$ 25,500$ 25,500$ -Computers

Non-Capital Total 75,148$ 93,864$ 36,961$ 134,004$ 97,043$

Capital ExpendituresCapital Expenditures 11,277$ -$ 25,000$ 422,280$ 397,280$ -Network Equipment-Servers & SoftwareCapital Expenditures -$ -$ 107,500$ -$ (107,500)$ -Audio Logging Recorder-RadiosCapital Expenditures -$ -$ -$ -$ -$

Capital Expenditures -$ -$ -$ -$ -$




Capital Expenditure Total 11,277$ -$ 132,500$ 422,280$ 289,780$

Transfer Out - Operations -$ -$ -$ -$ -$

Total Expenditures 86,909$ 94,242$ 169,797$ 556,620$ 386,823$

48

Equipment Replacement Fund Expenditures by Program

General Government Administration

Replacement of equipment that supports the general government and cannot be directly allocated to other programs:

10 Laptops - $22,440 25 Desktops - $26,775 50 Monitors - $25,500 LAN Equipment - $447,297 Fire & EMS Alerting System

Replacement of equipment that supports the Fire & EMS Alerting System:

4 UPS Units - $8,772

Redmond Satellite Center

Replacement of equipment at the satellite center:

25 Desktops - $25,500


Account Description Budget Budget Difference ChangeEquipment Replacement Reserve

.05. General Government Administration 48,219$ 146,816$ 522,012$ 375,196$ 255.6%

.20. Communications Room 23,035 22,981 - (22,981)$ -100.0%

.22. Continuity of Operations - - - -$

.30. Police Services - - - -$

.55. Fire Services 937 - - -$

.56. Fire & EMS Alerting System 9,007 - 8,772 8,772$

.80. Redmond Satellite Center 13,045 - 25,500 25,500$ Fund Transfers - - -$

Equipment Replacement Reserve Total 94,242$ 169,797$ 556,284$ 386,487$ 227.6%

49

Financial Summary – Operating Expense Reserve Fund

The Interlocal agreement establishes an Operating Expense Reserve Fund, formerly known as the Contingency Fund, in order to provide additional resources in the event of a financial shortfall. Funding for the Operating Expense Reserve Fund is accomplished by setting aside an amount equal to five percent (5%) of NORCOM’s operating expenses of the current Operating Budget less Capital Contracts, Personnel Services and Transfers Out. These reserves shall be maintained on the assumption that certain expenditures will become necessary which cannot be foreseen and planned in the budget because of the occurrence of some unusual or extraordinary event.


Actual Actual Budget BudgetResourcesBeginning Fund Balance 105,241$ 111,032$ 111,032$ 112,307$ Revenue Interest Earnings - - 1,275 877

Total Revenue - - 1,275 877

Transfers In From Operations 5,791 - - -

Total Transfers In 5,791 - - -

Total Resources 111,032 111,032 112,307 113,184

ExpendituresExpenditures - - - -

Total Expenditures - - - -

Transfers Out Transfer-Out for Operations - - - - Transfer-Out for Equipment Replacement - - - -

Total Transfers Out - - - -


Ending Fund Balance 111,032$ 111,032$ 112,307$ 113,184$

50

Financial Summary – E-9-1-1 Escrow Fund King County E-9-1-1 collects excise taxes for wireline, wireless, and Voice over Internet Protocol (VOIP) services. All Public Safety Answering Points (PSAP) in King County receive quarterly distributions from the King County E-9-1-1 office if call answering standards set by the office are met. Call answering standards are defined as “each hour of a calendar quarter a minimum of 90% of those 9-1-1 calls received by each PSAP shall be answered within ten (10) seconds.” If a PSAP does not meet the standards for one quarter they will receive the revenue for that quarter but will be put on notice that if call answering standards are not met for a second consecutive quarter their revenue will be discontinued until the quarterly standards are met. These funds are used to help offset costs of operations. King County maintains the funds in escrow and the funds are transferred to the NORCOM operating fund as needed.


Actual Actual Budget BudgetResourcesBeginning Fund Balance 1,596,049$ 1,284,362$ 879,246$ 516,708$ Revenue E-9-1-1 Revenue 1,350,346 1,466,934 1,474,801 1,504,571 Interest Earnings 14,731 12,902 - -

Total Revenue 1,365,077 1,479,836 1,474,801 1,504,571

Transfers In From Operations - - - -

Total Transfers In - - - -

Total Resources 2,961,126 2,764,198 2,354,047 2,021,279



Transfers Out Transfer-Out for Operations (876,765) (822,230) (1,474,801) (1,504,571) Transfer-Out for Capital Projects - (782,519) (362,538) - Transfer-Out for Rate Stabilization (800,000) (280,203) - -

Total Transfers Out (1,676,765) (1,884,952) (1,837,339) (1,504,571)

Total Expenditures (1,676,765) (1,884,952) (1,837,339) (1,504,571)

Ending Fund Balance 1,284,362$ 879,246$ 516,708$ 516,708$

51

Financial Summary - Rate Stabilization Fund

During the 2012 budget process the Governing Board approved the use of 2011 Estimated Ending Fund Balance to create a Rate Stabilization Fund in order to offset increases to Participating and Subscribing agencies. In 2013, the Board determined these funds should be used for onetime costs only. No needs have been identified for use in 2015.


Actual Actual Budget Budget ResourcesBeginning Fund Balance 800,000$ 760,000$ 421,141$ 421,141$ Revenue Interest Earnings - 1,038 - -

Total Revenue - 1,038 - -

Transfers In From Operations - - - - From E-911 Escrow - 280,203 - -

Total Transfers In - 280,203 - -

Total Resources 800,000 1,041,241 421,141 421,141



Transfers Out Transfer-Out for Operations - - - - Transfer-Out for Capital Projects (40,000) (620,100) - -

Total Transfers Out (40,000) (620,100) - -

Total Expenditures (40,000) (620,100) - -

Ending Fund Balance 760,000$ 421,141$ 421,141$ 421,141$

53

Performance Measures In 2010 NORCOM began the process of identifying performance measures in order to better assess organizational costs and effectiveness. NORCOM’s management team collaborated to identify NORCOM’s priorities as a dispatch agency, tie those priorities to the Core Values, and begin to define what to measure that shows our progress on our journey to fulfill each Core Value. Displayed on the following pages are the results of this collaboration presented by Business Unit. NORCOM is comprised of seven Business Units; Administration, Finance, Human Resources, Operations, Information Technology, Accreditation, Facilities and Continuity of Operations, and Radio and Alpha-Paging System. Each Business Unit works in support of the agency’s mission, core values, and operating principles. Some measures are listed as N/A or “Not Available” at this time. This represents a measure not available until the end of the year or one NORCOM will capture in the future but is still working on methods to gather the data. Current data reported is measured through September 30. These measures will be reviewed and updated annually. Administration:

The Administration Business Unit is comprised of the Executive Director, Executive Assistant and Quality Assurance and Public Records Specialist. The Executive Director is the head of NORCOM. He or she is appointed by the Governing Board to receive and implement policy direction from the Board as established at Board meetings. The Executive Director is responsible for the entire operation of NORCOM and directly oversees all Business Unit activities. He or she hires business unit managers, makes decisions regarding how policy will be executed and recommends an annual budget to the Board for their approval. 2014 Major Accomplishments

• Executed a Settlement Agreement with New World Systems;

• Joined the Association of Washington Cities (AWC) Employee Benefit Trust Program;

• Acquired ownership of, and FCC Licenses for, the Alpha Paging system from the City of Bellevue;

• Scored 100% on the Federal Bureau of Investigations and Washington State Patrol ACCESS (A Central Computerized Enforcement Service System) audit;

• Adopted Just Culture methodology for high consequence environments.

54

2015 Goals & Objectives

• Continue to meet the challenge of supporting cost effective services; maintain quality service levels that meet the diverse requirements of participants; and monitor demand for service increases.

• Continue to work with King County and neighboring PSAPs to develop a long term plan that contemplates the results of the PSAP Consolidation Study and the radio initiative.

• Work with King County and neighboring PSAPS to form a collaborative analysis of Next Generation 9-1-1 technology and budget impacts.

• Continue to operate according to the NORCOM C.A.R.E.S. pledge, encouraging and supporting a positive workplace environment.

*40% of the packets were missing information or required an amendment to the agenda after distribution.

Administration Performance Measures 2009 2010 2011 2012 2013 2014

% of Governing Board member attendance at scheduled meetings 77% 77% 76% 70% 83% 73%

% of Joint Operating Board member attendance at scheduled meetings 62% 65% 68% 62% 63% 58%

% of Governing Board minutes available within 1 week 14% 73% 75% 100% 56% 50%

% of Joint Operating Board minutes available within 1 week 17% 67% 70% 75% 63% 55%

% of Governing Board agenda packets distributed 5 working days prior to meeting 18% 73% 75% 100%* 56% 25%

% of Joint Operating Board agenda packets distributed 4 working days prior to meeting 25% 50% 50% 88% 50% 36%

Average Governing Board member attendance at scheduled meetings 11.1 11.5 11.4 10.5 12.4 11

Average Joint Operating Board member attendance at scheduled meetings 11.4 12.4 12.8 11.8 12 11

# of Resolutions approved 17 11 7 7 14 11

# of Public Disclosure Requests 95 190 188 172 328 196

# of Agency Audio Requests 294 769 1008 784 1085 949

55

Quality Assurance:

Quality Assurance is responsible for NORCOM’s call receiving quality assurance program, public disclosure and serves as NORCOM’s records custodian. The QA Specialist is responsible to review overall call receiver performance as well as individual employee performance and manages the receiving, fulfilling and archiving all public records and participating agency requests. 2014 Major Accomplishments

• Consistently met 2014 performance standards in support of the King County EMS strategic initiative;

• Successfully collaborated with King County EMS and surrounding PSAPs to negotiate performance measurements for the 2014-2019 levy;

• Participated on the Quality Improvement Committee to standardize quality assurance reviews of all EMS calls across the region;

• Created standardized test for call receiver position to assure objective measures

are applied;

• Partnered with Spotcrime.com, a crime reporting website, to provide daily call statistics;

• Assisted with coordination between local fire departments, local and federal law enforcement agencies, and the Office of Human rights on an investigation of a potential security breach.


• Meet or exceed 2015 performance standards in support of the King County EMS strategic initiative.

• Realign NORCOM’s quality assurance program to accurately reflect current performance standards.

• Collaborate with supervisors, training coordinator, and CTOs to ensure performance standards are being applied consistently throughout NORCOM.

• Create NORCOM’s first records management system to be used throughout the agency for preservation, protection and maintenance of NORCOM records.

• Create new digital forms, policies, and procedures to transition the public records request process from paper to electronic.

56

NORCOM has a quality assurance program designed to review overall performance as well as individual employee performance. On a quarterly basis, 6 medical calls, 1 fire call, 2 police calls, and ALL priority 1 or 2 police related 911 calls are reviewed for each Telecommunicator released as a call receiver.

In addition, NORCOM has a radio QA process. On a quarterly basis, Team Supervisors conduct 1 hour of review at each radio position (fire dispatch and police dispatch) for each Telecommunicator released from Trial Service.

57

As part of the King County EMS Dispatch Center Performance Standards for 2010-2013, NORCOM was required to review 6 medical calls per released call receiver each quarter. A tally of the number of calls reviewed, trends identified, and suggested training topics were returned to King County EMS on a quarterly basis. This information, along with additional performance standards, was used to approve reimbursement to NORCOM through incentive funding. The chart below provides this information for each of those years.

In 2014, stakeholders from the various King County EMS providers and communication centers met to review existing levy performance standards and discuss possible new standards aligned with the goals of the strategic initiative. As a result of those meetings, new performance standards were developed for the 2014-2019 levy period. The new standards are related to:

1. Call Processing, Training, and Data Collection 2. Telecommunicator CPR Quality Improvement 3. General Quality Improvement Standards

The information provided in the chart on page 58 shows NORCOM's compliance with the standards in "General Quality Improvement Standards". Initiative money is paid to NORCOM based on compliance with the standards.

# of TCs Answering 911 lines

# of QA’s Conducted

# of QA’s Required

% of Required

Completed

Reimbursed Amount

2010 43 1,065 1,026 104% $98,232 2011 45 1,125 1,086 103% $102,660 2012 50 1,260 1,206 105% $103,092 2013 54 1,310 1,290 101% $103,092

58

Reco

gnit

ion

of 9

5% o

f Car

diac

Arr

est C

ases

in

whi

ch th

e ca

ll re

ceiv

er h

ad a

bilit

y to

m

ake

dete

rmin

atio

n

Reco

gnit

ion

of C

ardi

ac A

rres

t wit

hin

one

min

ute

of a

ddre

ss v

erif

icat

ion

Del

iver

y of

T-C

PR c

ompr

essi

ons

in 7

5% o

f ca

ses

whe

re T

elec

omm

unic

ator

s ha

d op

port

unit

y to

ass

ess

cons

ciou

snes

s an

d br

eath

ing;

bys

tand

er C

PR n

ot a

lrea

dy in

pr

ogre

ss

Del

iver

y of

firs

t che

ck c

ompr

essi

on w

ithi

n tw

o m

inut

es o

f add

ress

ver

ific

atio

n

Esta

blis

h or

rule

out

car

diac

arr

est w

ithi

n 45

se

cond

s of

add

ress

ver

ific

atio

n us

ing

all

calle

r int

ervi

ew

Prov

ide

appr

opri

ate

emer

genc

y pr

e-ar

riva

l in

stru

ctio

ns o

n al

l em

erge

ncy

calls

Dis

patc

h co

rrec

t lev

el o

f res

pons

e on

m

edic

al c

alls

Ass

ign

corr

ect I

niti

al D

ispa

tch

Code

(ID

C) to

Em

erge

ncy

Med

ical

Cal

ls

Use

of C

rite

rial

Bas

ed D

ispa

tch

Gui

delin

es

Soft

war

e To

ol

Of E

mer

genc

y M

edic

al C

alls

Rev

iew

ed: T

ool

is O

pene

d/In

itia

ted

Of E

mer

genc

y Ca

lls R

evie

wed

: ID

C is

Se

lect

ed

Of E

MD

Cal

ls R

evie

wed

: Use

of A

ddit

iona

l Co

mm

ents

Fie

ld

Of E

MD

Cal

ls R

evie

wed

: Pre

-Arr

ival

Ch

eckb

oxes

Dis

patc

h Pe

rfor

man

ce S

tand

ards

Ince

ntiv

e Fu

nds

Goal 95% 65% 75% 50% 75% 75% 75% 75% 75%Jan-14 82.00% 95.16% 79.03% 80.95% 81.14% 100.00% 100.00% 87.10% 61.29%Feb-14 87.50% 94.73% 78.57% 87.50% 99.73% 100.00% 100.00% 87.72% 70.17%Mar-14 95.34% 98.24% 89.29% 85.71% 99.35% 100.00% 100.00% 85.71% 89.28% $26,659.75Apr-14 100.00% 96.60% 91.67% 84.48% 99.35% 98.33% 91.67% 91.67%

May-14 100.00% 98.43% 87.50% 93.75% 98.45% 100.00% 100.00% 81.25% 96.87%Jun-14 93.00% 98.00% 90.00% 85.00% 100.00% 100.00% 100.00% 91.66% 89.74% $26,659.75Jul-14 93.00% 98.00% 90.00% 85.00% 100.00% 100.00% 100.00% 91.66% 89.74%

Aug-14 95.23% 98.36% 96.67% 91.67% 100.00%Sep-14 94.87% 100.00% 90.74% 92.59% 100.00% $26,659.75Oct-14

Nov-14Dec-14

This standard will be implemented in 2015.

Information Not Yet Available

Information Not Yet Available

59

Finance:

The Finance Business Unit provides fiduciary support to other business units and has primary responsibility for day to day management of NORCOM’s financial assets and resources, including budget monitoring, accounts payable, payroll, accounts receivable, investments, and fixed assets. Additionally the finance business unit coordinates employee benefits, centralized services, and risk management. 2014 Major Accomplishments

• Worked with consultant to analyze User Fee structure and provided recommendations for future User Fee Structure options;

• Worked with Health Insurance Benefits advisory committee to evaluate health

insurance options resulting in a decision to join the Association of Washington Cities Employee Benefit Trust;

• Participated in TriTech Fire CAD Mobile contract negotiations to provide mobile

product to fire agencies;

• Trained business unit managers to better understand the new finance system and improved access to their financial information;


• Monitor the operational needs of both police and fire/EMS stakeholders and the impacts of the staffing model that has been adopted and funded in the operations budget.

• Continue work with Information Technology, Technology Committee, and Finance

Committee to develop and implement Service Level Agreements between the agencies and NORCOM.

• Work with Police and Fire Stakeholder groups and Information Technology to

create a six-year Joint Integrated Prioritized Tasking List. • Review Purchasing Policy and update as needed.

60

Financial Performance Measures 2009 2010 2011 2012 2013 2014

# of adjusting journal entries resulting from audit 0 0 0 0 0 N/A

# of Washington State audit management letters and/or findings 0 0 0 0 0 N/A

# of days prior to deadline for submission of Financial Statements to Washington State Auditor’s office.

2 11 2 7 2 N/A

% of draft Financial Summary reports to finance committee by meeting date 70% 88% 88% 63% 45% 63%

# of consecutive years receiving the WFOA Budget Presentation Award N/A N/A N/A 1 2 2

% of monthly financial reports issued by middle of subsequent month 83% 100% 100% 100% 75% 100%

# of AR invoices issued 96 99 93 83 98 96# of customer late payments 4 2 1 0 2 4# of voucher payments *Current year = first 3 quartersVendor checks voided due to Finance Dept error 78 22 0 2 19 0Average # of days to respond to employee payroll inquiries <1 <1 <1 <1

Investment pool income $9,511 $6,082 $3,714 $6,578 $6,218 $5,411% variance of adopted vs. actual revenue Favorable/(Unfavorable) -15.10% 14.70% 8% -3.20% 1.07% N/A

% variance of adopted vs. actual expenditures Favorable/(Unfavorable) 65.20% 6.50% 9% 4.20% 4.16% N/A

% variance of B&S plan to budgeted revenues Favorable/(Unfavorable) -0.80% -0.30% 1.20% 6.40% 7.70% 8.48%

% variance of B&S plan to budgeted expenditures Favorable/(Unfavorable) -0.70% -0.10% 0.50% 1.10% 3.10% 4.71%

% of actual revenues from outside sources 21% 24% 19% 14.20% 14.83% N/A

597660 735 623 612 816

61

Human Resources:

The Human Resources Business Unit is staffed by a Human Resources Administrator. The focus of this business unit is to ensure quality services to both internal and external customers by the fair and consistent administration of NORCOM’s personnel policies and procedures, doing so through NORCOM’s Cultural Values. The emphasis from this business unit is to deliver services with the C.A.R.E.S. program in mind at all times. Human Resources maintains personnel, medical, and recruitment records, organizes recruiting and hiring processes, and disseminates information about changes in personnel law, programs, and policy. Human Resources is responsible for, or participates in, the coordination of the Activities Committee and the Health and Wellness Committee. Additionally the HR Administrator sits on the Labor/ Management committee and actively works with both labor groups - PSEU 519 for the Team Supervisors and the NORCOM Associated Guild (NAG) for the Telecommunicators. 2014 Major Accomplishments

• Held recruitment processes for Member of Technical Staff – System Administrator and Information Technology Director;

• Qualified three Telecommunicators for the Team Supervisor Eligibility List;

• Promoted one Telecommunicator to Quality Assurance & Public Records Specialist

position. 2015 Goals & Objectives

• Maintain staffing retention levels at or near 100%. Industry standards related to turnover can range from 17 – 23%. NORCOM is highly attentive to retention numbers while balancing the impacts upon the agency to retain personnel that are unable to perform the essential functions of the job.

• Recruit, hire, and retain an adequate number of qualified employees to meet NORCOM’s standards of performance and professionalism without negatively impacting the Training Program or operations. This translates to coordinating effectively with the Training Coordinator in terms of staffing needs and the timing of hires.

• Standardize internal communications via approved templates that include the intended message, required language, and appropriate tone. These will focus predominately on counseling and disciplinary actions and may also include other needed communications such as performance improvement plans.

• Monitor testing and evaluation practices of Public Safety testing for Telecommunicator candidates.

• Work with Public Safety Testing to create a list of qualified candidates to fill vacant

Telecommunicator positions to reduce time position is vacant.

62

• Improve the annual employee performance evaluation form and process.

The Human Resources business unit makes responsiveness a priority. HR has the opportunity to engage with a significant number of people, both internal and external, on a regular basis. Whether it is anxious applicants waiting to hear if they successfully passed a test, are invited to an interview, or, ultimately, offered a position with NORCOM, we are sensitive to their desire to hear from us and always make it a priority to update applicants each step of the way. Equally a priority, employees, including the leadership team, engage HR for a multitude of requests for information and direction, again, being as responsive as possible is always our goal. Further, working in a 24/7 environment, HR recognizes that standard “business hours” are not convenient times for all employees and we respond as promptly as possible, not wanting employees to have to wait for information any longer than necessary. Other elements of “responsiveness” include: exit interviews, turnover, and recruitment needs. The metrics below reflect activity in 2013. Exit interviews are conducted with employees who are voluntarily leaving the organization. This is an essential tool used in the understanding of an employee’s experience while they worked for NORCOM. Data collection and analysis help identify individual problems versus actual trends and identify trends developing systemic to the organization or reflective of a business unit. This information is reported on a regular basis and appropriate action is taken as needed.

Exit Interview Data 2009 2010 2011 2012 2013 2014# of Voluntary Quits 4 15 5 14 5 4% of exit interviews conducted on VQ’s 50% 91% 27% 92% 80% 50%

Reason for Leaving 2009 2010 2011 2012 2013 2014Voluntary Quits* 4 15 5 14 5 4*Pursue School 1 1 1 1 0 0

*Pursue Another Field 0 4 1 2 2 1

*Work at another communications center 2 1 1 1 2 1

*Working Conditions 1 1 0 2 0 0

*Stay at Home 0 1 1 2 0 1

*Moving 0 6 0 3 0 0

*Retired 0 0 0 2 1 0

*Family/Personal 0 1 1 1 0 1

Terminations 5 11 17 4 0 0Discontinuation of Training 0 0 0 0 2 2Promotions 0 0 0 3 3 3

63

*Three of the six experienced employees who exited the Telecommunicator workgroup were promoted to the Team Supervisor workgroup and did not actually leave the organization.

64

NORCOM now uses the services of Public Safety Testing (PST) to provide the initial testing for our applicants. The testing measures skills such as typing speed, reasoning, comprehension and writing ability. Applicants who pass the test at PST (70% or better) come to NORCOM for split-ear/multi-task testing. Those who pass the split-ear test (80% or better) are scheduled for a preliminary panel interview. Upon conclusion of the Preliminary Interview, applicants are afforded an opportunity to ask questions they may have about the job, the process, or NORCOM in general. After successful completion of the preliminary interview, applicants then return to PST for a Suitability Assessment, which measures general aptitude for the specialized work of an emergency Telecommunicator. Applicants with moderate or low risk scores are sent a Conditional Offer Letter. This is the point where the selection process changes from a testing phase to an evaluation phase. Applicants become Candidates and are scheduled for a one hour site visit in the NORCOM communications room. This is largely for the Candidate’s benefit, exposing them to the room atmosphere, the amount of technology surrounding them, and depending on the activity in the room, the opportunity to talk with on-duty personnel. The Candidate is also scheduled for a psychological evaluation, and polygraph while simultaneously being back grounded. Candidates who are recommended at the conclusion of these evaluations go on to a Final Interview with the Executive Director and the Deputy Director. Following the Final Interview, decisions are made to offer employment and an invitation to join the next Academy. Those that receive this offer are sent for a post offer/pre-employment physical, drug test and audiogram.

Psych.

Eval.

Submit/Passed 337 92 46 17 8 3 5 5 5

Did Not Pass or Submit 45 9 11 6 4

No Show 12

Scheduled

Withdrew 4 2

Rehire

Individual Hire

1

5

Pending 12

2014 Recruiting Statistics Activity Total

Applicants PST Test MT/Split Ear

Suitability Assessment

Background Check Polygraph Final

interviewPreliminary Interview

65

Activities Committee: Each year NORCOM has the opportunity to participate in activities that promote our values through voluntary community service. These activities include a food drive competition held between NORCOM and other local Public Safety Answering Point’s (PSAPs), participation in National Night Out in support of our participating agencies, and adopting a family during the holidays. Below are the results of those activities.

Comparative Recruitment Statistics 2011 2012 2013 2014

% of applicants who turned in Typing Test 53.80% 40.14% 42.77% N/A

% of applicants who passed Typing Test and PST Testing N/A N/A N/A 27.55%

% of applicants who passed MT/Split Ear Test 40.90% 37.90% 51.17% 47.52%

% of applicants who did not show up for MT/Split Ear 23.40% 27.07% 16.90% N/A

% of applicants who passed the Written Exam 69% 66.66% 60.55% N/A

% of applicants who passed the Audio Exam N/A N/A 100% N/A

% of applicants who passed the Video Exam 64.40% 65.71% 62.12% N/A

% of applicants who passed the Preliminary Interview 59.20% 54.34% 60.97% 35.41%

% of applicants who passed the PST Suitabiltiy Assessment N/A N/A N/A 52.08%

% of applicants who passed the Polygraph N/A N/A N/A 58.80%

% of applicants who passed Backgrounding N/A N/A N/A 80%

% of applicants who moved forward after Psychological Evaluation 55.55% 60% 52% 100%

% of applicants who moved forward after the Final Interview N/A N/A N/A 50%

% of applicants who moved forward after CVSA/Backgrounding 84% 80% 69.23% N/A

% of applicants who made it through the entire Hiring Process 3.30% 3.06% 3.75% 1.55%

"The Hammy"

66

*signifies the years that NORCOM won the PSAP food drive competition, winner receiving the “Hammy”: Operations:

The primary function of the Operations Business Unit is to provide excellent service to the public and participating agencies through the answering of emergency and non-emergency calls, dispatching of police & fire resources, and the new hire and continuing training of personnel needed to carry out those functions. 2014 Major Accomplishments

• Maintained 9-1-1 Call Answering Standards consistently above 97%;

• Reduced average call talk times to contribute to meeting of call answer standards;

• Consistently met call received to call dispatch standards for all police priority calls. 2015 Goals & Objectives

• Continue to use best practices of CALEA, APCO, and NENA to guide business and operational practices.

• Review of incidents exceeding the call to dispatch time standards to improve agency performance.

• Support King County E-9-1-1 initiatives, (Smart 911, PSAP Consolidation, NG911).

Community Service Performance Measures 2009 2010 2011 2012 2013 2014

# of non-perishable food drive items collected 1,756* 2,317* 1,181 N/A 1434* 1,209*

# of children’s goody bags distributed at National Night Out 250 250 275 N/A 320 200

# of NORCOM volunteers participating in National Night Out 3 3 4 0 4 7

# of families assisted during the Holiday Season 2 2 2 2 4 N/A

67

*Note that new data parameters were used beginning in late 2011 which impacted the reported percentages.

Target 2010 2011 2012* 2013 2014Percentage of 911 calls that are entered in 10 seconds or less 90% of the hours in the quarter 90% 94.08% 97.45% 98.49% 98.56% 98.72%Average Call talktimes to facilitate meeting the King County 911 Call Answering Standard (MM:SS) 2:30 2:01 1:57 2:13 2:19 2:11Average Call Wait times to facilitate meeting the King County 911 Call Answering Standard 0:00:05 0:00:02 0:00:01 0:00:01 0:00:01 0:00:01

Priority 1 & 2 (HH:MM:SS) 0:01:00 0:01:29 0:01:14 0:01:02 0:00:56 0:00:55

Priority 3 (HH:MM:SS) 0:03:00 0:02:14 0:01:55 0:02:00 0:01:59 0:01:54

Priority 4 & 5 (HH:MM:SS) 1:00:00 0:16:06 0:16:25 0:23:09 0:16:38 0:19:25

% Dispatched in under 60 seconds 90% 92% 93% 86% 88% 88%

% Dispatched in under 90 seconds 99% 96% 97% 95% 96% 96%

Number of Times NORCOM supports other agencies in a back-up capacity n/a 4 13 3 3 2Percentage of successful emergency operations tests 90% 97.14% 95.51% 100% 100% 22%Number of times back-up center used under emergency circumstances 0 0 0 0 0 0Number of times backup center used under non-emergency circumstances 4 5 3 3 2 2

Call Receiving Performance Measures

Operations Performance Measures

Dispatching Performance Measures

Average Police Call Received to Call Dispatched Times to meet agency defined standard:

Percentage of emergency fire/medical calls (call received to call dispatched) to meet NFPA & NORCOM defined standards:

68

Training: The Training Section of the Operations Business Unit provides training for new Telecommunicators, and provides continuing education for existing Telecommunicators. Because of the unique stresses that come with this occupation, Training also supports trainees through a Mentoring Program which helps overcome emotional difficulties and ease assimilation into the workplace culture. 2014 Major Accomplishments

• Developed and implemented a High Risk Low/Frequency Simulation training program. The first scenario, an Active Shooter event at a school, was completed by all Telecommunicators;

• Implemented a new hire Mentoring Program designed to increase retention by providing peer level guidance to introduce new employees to the dispatch culture. A total of approximately 100 meetings were held between mentors and mentees to create and maintain relationships;

• Hosted AMBER Alert System training by Washington State Patrol; Guardian One training by the King County Air Unit; and Tracing Cellular Calls by the King County Prosecutor’s office. A total of 32 NORCOM personnel attended along with 6 police officers from NORCOM agencies;

• 100% completion on required training associated with King County Emergency Medical Dispatch Guidelines;

• Implemented the use of training “strike teams” to examine internal processes for root causes to improve inefficiencies. Recommendations from the Strike Team are currently being implemented.


• Create, develop, and implement a tiered training system allowing for higher levels of competency at each position.

• Unify Annual Evaluation, Quality Assurance, and Training Standards to use the same set of Standard Evaluation Guidelines.

• Extend the Mentor Program beyond new hires to provide an internal support

network for the Telecommunicator group and other NORCOM personnel. • Continue development of simulation material, including displaying the concept at

the Association of Public Safety Communications Officials conference in Kennewick.

• Create a Regional Training Group utilizing training personnel from surrounding PSAPs.

69

The chart below illustrates the number of personnel who completed each phase of training as well as the number who failed to complete training at each position. It does NOT include voluntary resignations.

70

New Telecommunicators work one-on-one with Communications Training Officers to learn each of the three disciplines in the communications center. Average times are charted on the far right for comparison purposes. Where no data exists, personnel from that academy did not complete training on that discipline or it is pending.

2009 = Academy 01 & 02 2010 = Academy 03, 04, 05, 06, Former BE/KI 2011 = Academy 07, 08, 09 2012 = Academy 10 & 11 2013 = Academy 12, 13, 14 2014 = Academy 15

71

One of NORCOM’s core values is to Consider the Future by being Innovative. The Training Department has functioned true to this concept through a Blended Training Model which allows flexibility in the way new hire training is handled. CRA14 was an academy of one lateral trained in a modified one on one classroom format. CRA15 had three initial trainees, beginning in January of 2014, and accommodated an additional new hire halfway through the class. The Chart on the following page shows the training levels for Telecommunicators by month. NORCOM’s current authorized staffing level is 62 Telecommunicators. The chart communicates how many Telecommunicators are employed, how many are fully trained, trained on two positions, trained on one position, and hired but not yet released to work a position.

72

Continuing Education opportunities provided by NORCOM are designed to provide team members new and refresher training topics intended to enhance their knowledge, skills, and abilities, and/or obtain/maintain certifications. Telecommunicators are required to complete online and classroom training to maintain certifications as Emergency Medical Dispatchers (through King County Emergency Medical Services).

In addition to required continuing education, team members are given the opportunity to attend other classes as they are available. Communications Training Officers are required to attend training related to their position, as well as annual continuing education. Mandatory and voluntary training requires supervisor/management approval and is funded through the budget process as well as through reimbursement from King County EMS & E9-1-1. The chart below provides information on requested training and percentage of budget used for said training.

# of Required CE Classes % of Employees who attended

2009 1 class (2 hours) 100%

4 classes (6 hours)2-2 hour classroom sessions2-1 hour on-line sessions

4 classes (20 hours)2-2 hour classroom CBD CE2-8 hour classroom CAD.net

4 Classes (6 hours)2-2 hour classroom sessions2-1 hour on-line sessions

2 Classes (5 hours)1-4 hour classroom session1-1 hour on-line course

Total Training Time (15 hours)1-4 hour classroom session2-1 hour on-line courses1 hour Active Shooter simulation52 Weekly Reader quizzes (10 minutes each)

2014 100%

2011 100%

2012 100%

2013 100%

Telecommunicator Attendance at Required Continuing Education Classes

2010 100%

# of Budgeted Employees

in Unit

# of Training Classes

Attended

% of Budgeted Employees

who Received Training

% of Training

Requested Cancelled or

Not Attended

Annual Budget

% of Budget Used

2009 89 11 N/A 0% $42,487 24%2010 92 63 69% 1% $50,325 34%2011 95 72 76% 6% $24,185 89%2012 96 47 49% 29% $42,950 107%2013 75 66 114% 8% $9,147 135%2014 69 78 89% 31% $18,870 43%

Training Classes Approved & Attended

73

Information Technology:

The Information Technology Business Unit provides technology and support to NORCOM’s other business units and NORCOM’s participating fire and police agencies. Support is provided through new implementations, daily operations and maintenance of the various technologies used in public safety. This unit works closely with outside agencies on regional projects and committees. 2014 Major Accomplishments

• Replaced the fire station Locution Client PC’s, Programmable Logic Controllers (PLC) and uninterruptible power supply (UPS) units at 51 fire stations.;

• Built a TriTech Test Environment to test new software prior to deployment into production and to provide users an environment for training and testing;

• Implemented Windows Server Update Services (WSUS) to allow administrators to schedule and deploy Microsoft product updates to computers and servers;

• Completed the ACCESS Technical Security Audit with 100% compliancy;

• Implemented ArcGIS for Server providing the capability to share geographic information system (GIS) resources, i.e. maps, data, address locators and geodatabases;

• Replaced end-of-life Mobile Data Computers (MDC) and implemented new MDC’s for four agencies.

• Improved documentation standards with the development of forms and templates, a central repository, a format for sharing information and process for keeping the information up-to-date;

• Developed and implemented a “Wiki” used as means for communication and as a central repository for documentation for IT and Operations;

• Instituted change management protocols to ensure standardized methods, processes and procedures are used in order to minimize the impact of any related incidents;

• Re-structured NORCOM’s issue tracking system (NOTIS) and time tracking system (Toggl) to be in alignment with the draft Service Level Agreement and to provide relevant statistical reports;

• Worked with local jurisdictions, fire agencies and water purveyors to obtain the latest GIS data to complete a comprehensive update to Zone 1 GIS hydrants and building footprints;

• Implemented a new Fire Mobile software system, TriTech Inform Fire Mobile;

74

• Replaced the Storage Area Network (SAN) that was at end-of-life;

• Worked with King County EMS to replace the 9-1-1 phone system. The phone

system replacement is part of King County’s initiative to upgrade the Enhanced 9-1-1 (E-9-1-1) systems to Next Generation 9-1-1 (NG-9-1-1) technology;

• Developed a mobile-enhanced version of CAD WebView to provide greater flexibility in accessing information.

2015 Goals & Objectives • Replace 43 TriTech dispatch computers that are at end of life and required for the

Fire CAD system upgrade.

• Build new Fire CAD and Mobile environment to support the upgrade of those systems to version 5.5.6.

• Implement interfaces for the TriTech Test Environment to allow for end-to-end testing in new versions of software.

• Consolidate two CAD geo-databases to provide data consistency between the Police and Fire CAD systems and to streamline the maintenance of the GIS data.

• Continue development of the Project Management Program.

75

The bulk of IT resource efforts are spent in day-to-day operational support. This includes the network infrastructure, security, systems, applications and hardware required to fulfill operational duties. A breakdown of the different services the IT unit provides and the percentage of support hours required to provide the service are shown below.

The number of workstations, mobile computers, and users supported by 10 FTE’s is provided below.

IT Service DescriptionPercentage of Support

Hours

Agency Support End user support of NORCOM based software applications and related hardware. 11% `

Mobile Computer Hardware

Mobile data computers (MDC) for Police and Fire vehicles. 4%

FireAlerting Locution and Paging. 2%Reporting Agency special report requests. N/A

Network/Server Network and Server infrastructure. 11%Telephony Phone system and related technologies. N/ARadio Infrastructure Radio support for Fire, Police and Dispatch. N/A

GIS Maintenance and Services

GIS data, layers and maps used in NORCOM software applications. GIS service requests. 6%

Projects All Projects 35%

Administrative and Other PTO, Train, Mtgs, etc. 31%

Total 100%

Help Desk

Infrastructure and System Administration

GIS Services

Administrative and Other

Projects

Supported Users 2009 2010 2011 2012 2013 2014# of supported NORCOM Workstations N/A 44 139 219 213 209# of supported Mobile Computers N/A N/A 295 266 294 274# of NORCOM supported users by discipline:

NORCOM N/A 91 87 81 80 85Police N/A N/A N/A 450 N/A 627

Fire N/A N/A N/A 1500 N/A N/A

76

The Information Technology unit has continued to evolve over the years to improve project management, better understand services provided and the cost of providing those services and enhance performance. The areas of focus have been the Joint Integrated Prioritized Tasking List (JIPTL), NORCOM Technology Issue Tracking System (NOTIS), and Service Level Agreements (SLA). Information on the JIPTL can be found in the Capital Projects Fund description. NOTIS is used for tracking all issues occurring in projects; however, it is no longer being used to track the implementation of projects, particularly the Integrated Communications & Records Management project. IT conducted a NOTIS survey and found users were unhappy with the issue submission process. Categories were found to be ambiguous and the number of fields required to fill out a ticket was time consuming. The data captured during that time reflected this ambiguity. NORCOM developed a draft SLA and submitted it to the Joint Operations Board and Governing Board. The Governing Board directed NORCOM to roll the SLA into the Rate Study Analysis for further analysis of the possibility of a move to a ‘charge by service’ model in 2016. A project was started to address survey findings and to streamline and restructure the issue tracking and time tracking systems to: 1) align with the service expectations defined in the Service Level Agreement; 2) to satisfy reporting requirements; and 3) to enhance the end-user experience. The project was completed in June 2014. The information following reflects data from June 2014 through September 2014. The chart below shows how many users are registered and supported in NOTIS.

77

One of the changes made during the restructure of the NOTIS System was to capture issues based on the agency(s) that were affected by the issue, not just by the agency that reported the issue. This change was needed to distinguish between system issues versus individual agency issues. For example, Kirkland Police reports a mobile issue, their reporting agency issue count increases; however, the mobile issue was affecting all police agencies so “All PD” would be selected as the “agencies affected” and that count goes up by one. In the “Issue Count by Submitting Agency” chart below, Bellevue Police (BEPD) submitted 140 tickets, or 12.7% of all the tickets submitted by agencies.

Issue Count by Submitting Agency

Jun-Sep 2014 Percentage

NORCOM 422 38.30%NORCOM - IT 142 12.90%

BEPD 140 12.70%KIPD 93 8.40%BEFD 36 3.30%REFD 30 2.80%WOFD 27 2.40%

ESFD-IT 26 2.40%NORCOM Public Records 24 2.20%

SHFD 24 2.20%ESFD 19 1.70%KIFD 17 1.60%CHPD 15 1.40%BOFD 13 1.20%KI - IT 12 1.10%MEPD 10 0.90%MI-IT 9 0.80%NSFD 8 0.70%MIFD 6 0.50%DUFD 6 0.50%SQFD 5 0.50%SPFD 3 0.30%MIPD 3 0.30%

BE - IT 2 0.20%FCFD 2 0.20%

New World Project 2 0.20%SQ - IT 1 0.10%

Self-Registered 1 0.10%SKFD 1 0.1%BO-IT 1 0.1%KCEMS 1 0.1%

Grand Total 1101 100%

78

The chart below shows the agencies broken down into single agencies, all Fire, all Police, multiple agencies and all agencies.

Single agency: NC-DISPATCH (NORCOM Dispatch) is an example of a single agency which had 295 tickets, or 26.7% of all issues, that affected them.

All Fire or All Police: This group is used when an issue affects everyone in that discipline. For example, a Locution interface failure brings down Locution alerting for all Fire agencies.

Multi-Agency: Captures tickets that affect two or more agencies and cannot be consistently reflected as a group. An example may be agencies using a specific modem losing connectivity after applying a firmware upgrade. Only three agencies use that particular modem, so multi-agency would be selected and the three agencies would be listed.

Issue Count by Affected Agency(s)

Jun-Sep 2014 Percentage

NC-DISPATCH 295 26.7%BEPD 135 12.2%KIPD 108 9.8%ESFD 71 6.4%NC-ADMIN 63 5.7%All FD 45 4.1%BEFD 43 3.9%SHFD 36 3.3%WOFD 36 3.3%REFD 35 3.2%NC-TECH 35 3.1%KIFD 34 3.1%All PD 34 3.1%BOFD 22 2.0%CHPD 17 1.5%MIFD 17 1.5%SPFD 12 1.1%All Agency 11 1.0%DUFD 9 0.8%MIPD 9 0.8%SQFD 7 0.6%MEPD 7 0.6%NC-NORCOM ALL 6 0.5%NSFD 5 0.5%FCFD 4 0.4%SKFD 3 0.3%Multi-Agency 2 0.2%Grand Total 1101 100%

79

NORCOM has used the SLA draft as a template to align NOTIS with the services provided in the SLA. This includes assisting end users with software or hardware problems, network connectivity issues, radio or paging issues, etc. Helpdesk services are provided to support existing technology already implemented and used in production by NORCOM. The total count of NOTIS tickets taken in and serviced by the Information Technology unit, from June 2014 to September 2014, was 1101. Tickets are categorized using the following issue types:

Problem: Examples are MDC connectivity, lost mobile reports, Locution not alerting

Requests: Examples are adding new users or application questions Maintenance: Examples are sever patching address points updates

During the reporting period, 93% of the tickets were closed with 7% remaining open at the end of the period. The draft SLA defined the service times based on ticket priority and the location the services are rendered (see Appendix A). Based on the report data collected, NORCOM has a compliancy rate of 89%; however, there is still work to be done on this report. There were 98 tickets that were not showing as compliant or non-compliant and a count of 1004 where there should be 1101. Additionally, due to the limitations of the software, we were not able to breakdown the compliancy report by response time and resolution time.

Issue Types Count Percent

Problem 658 60%Request 429 39%Maintenance 14 1%


SLA Compliance Count PercentNot in Compliance 10 1.02%

In Compliance 896 89.22%N/A 98 9.75%


80

The IT Business unit uses Toggl to track the time spent on other tasks necessary in running the IT unit. The chart below shows the percentage of time spent in each category.

Information technologies are continually shifting; technicians must continue their education and training to keep up-to-date with existing and new technologies. Training is imperative for technicians to be effective, efficient and timely in keeping infrastructure running, providing solutions and resolving user errors. Prior to 2013, training was not tracked by business unit.

Accreditation, Facilities, and Continuity of Operations:

The Accreditation, Facilities, and Continuity of Operations Business Unit manages and coordinates programs in support of facility maintenance, accreditation, best practices and performance, and continuity of operations while providing support to NORCOM operations. This unit also provides oversight for the recognition program. 2014 Major Accomplishments

• Worked with City of Bellevue to obtain bid information for construction of a new office for the Deputy Director, conversion of a shower space to a second men's restroom, and soundproofing for existing Executive Director and Deputy Director offices;

• Maintained awareness of impacts of Sound Transit on NORCOM parking needs, as well as potential building impacts;

# of Budgeted Employees

in Unit

# of Training Classes

Attended

% of Budgeted Employees

who Received Training

% of Training

Requested Cancelled or

Not Attended

Annual Budget

% of Budget Used

2013 10 11 70% 0% $23,145 98%2014 10 4 40% 0% $45,200 25%

Training Classes Approved & Attended

Overall Toggl Data % Count

FIXME 0.0% 2GIS 4.8% 153Maintenance 10.7% 706NOTIS 21.7% 1798Other 29.6% 1478Projects 33.1% 1299Grand Total 100.0% 5436

81

• Monitored performance of NORCOM operations;

• Completed first draft of Continuity of Operations Plan.


• Complete and test NORCOM Continuity of Operations Plan.

• Complete construction work related to new men's restroom. Accreditation

NORCOM will be moving forward with the CALEA Accreditation process in 2016. In the interim, the AFC Manager is involved in Standard Operating Procedure (SOP) review with keen attention to CALEA Requirements. Facilities

Facility issues are routed through the AFC Manager. This has included enhanced lighting in the main hallway, modification to fire alarm strobes in the communications room, replacement of a wall damaged by an ice machine problem, rapid response to maintenance concerns, and a central point of contact for anything related to the NORCOM Facility. NORCOM plans to complete additional soundproofing for the Executive Director and current Deputy Director Offices as well as the construction of a new Deputy Director office adjacent to the communications room. 2015 budget includes funding for an additional men’s restroom. Continuity of Operations

Continuity of Operations is an effort to ensure that essential functions continue to be performed during a range of emergencies. Establishing NORCOM’s essential functions is the first step towards ensuring those functions can be continued throughout, or resumed rapidly after, a disruption of normal activities. Evacuation planning is a part of a Continuity of Operations Plan. NORCOM will be continuing work to establish agency essential functions and responses to ensure those function continue should an emergent event occur. Recognition

NORCOM's recognition program is coordinated by the Employee Recognition Committee (ERC). The committee is made up of representatives from all business units within NORCOM. This year the committee actively worked to provide additional opportunities for employee's to receive recognition. Two new programs were developed to allow employees to further recognize each other for the work they do; C.A.R.E.S. Employee of the Quarter, and Ticket Recognition. The C.A.R.E.S. Employee of the Quarter allows peers to nominate each other for work that is above and beyond normal duties and demonstrates NORCOM’s cultural values.

82

C.A.R.E.S. Employee of the Quarter nominations are submitted via a nomination card and displayed in the hallway of NORCOM. The ERC makes recommendations to the Executive Director for consideration and selection. The Ticket Recognition program was designed as an informal process allowing employees to recognize each other for a variety of reasons. These nominations are also posted in the hallway and result in a raffle ticket for a drawing that is held on NORCOM day (July 1 of each year in honor of NORCOM's first day of operations). Employees of the year are nominated by any NORCOM team member, reviewed by the Employee Recognition Committee, and forwarded to the Executive Director for consideration and selection. Award winners are recognized at the April Principals Assembly. Informal recognition is also given for CPR Saves, babies delivered while the call receiver is on the phone, and other incidents of merit.

* Awards are based on events beyond NORCOM’s control. Throughout the year NORCOM employees are recognized by business unit:

2009 2010 2011 2012 2013 2014Employees nominated for CARES Employee of the Quarter

26

# of Employees receiving Ticket Recognition 182

Employees nominated for Employee of the Year N/A

Employees nominated for Edison Award for Innovation N/A

Teams nominated for Team Award N/A

# of Lifesaving Awards Given for CPR Saves * 1 15 12 1 1 0

# of Stork Pins Given for Babies Delivered over the phone *

1 4 2 0 3 3

KC EMS CPR Save Coins Awarded* 5 14

# of 5 years of Service Coins Awarded 3 33

Recognition Nominations and Awards

83

Telecommunicator Appreciation Week - April Supervisor Appreciation Day - October Tech Team Appreciation Day - July Administrative Staff Appreciation Day - April Radio and Alpha-Paging System

In 2014, a Radio and Alpha-Paging Business Unit was created for the purpose of tracking the support provided for the VHF radio transmitters, paging transmitters and associated sites acquired by NORCOM in 2014 and the radio consoles (800 MHz) and logging-recorder equipment. Prior to the establishment of the Business Unit, the expenses were reported with the Technology Business Unit. 2014 Major Accomplishments

• Assessed, diagnosed and repaired a 2-tone alerting problem on the VHF .190 causing reception and volume issues affecting both the Skykomish and Snoqualmie Pass transmitter sites;

• Finalized site leases with King County in order that NORCOM, or its contracted agents, be permitted unfettered site access to affect repairs/replacements to alpha-paging equipment;

• Obtained new or transferred existing FCC licenses for alpha-paging transmitters to NORCOM;

• Conducted high level inspection of alpha-paging sites and testing of transmitters to ensure reliability;

• Tested and installed a new Mutual Aid alpha-pager for enhanced and more reliable communication with Valley Communications Center, SNOPAC911, and SNOCOM911;

• Conducted a comprehensive template reorganization on all Centracom Console Radios;

• Purchased new portable (800 MHz) radios and configured templates to conform to NORCOM, Zone 1 and County protocols;

• Facilitated of the replacement of NORCOM audio logging radios with new radios conformant with the radio re-banding project.

2015 Goals and Objectives

• Install new back-up radios and speakers at two positions on Communications Center floor to enhance dispatcher functionality and back up radio capability.

• Facilitate the purchasing process for the replacement of Audio Logger equipment that is beyond serviceable life.

84

• Maintain optimum operational performance of the alpha-paging systems to ensure accurate and timely station alerting for all fire agencies by responding to reported malfunctions within 24hours.

• Obtain new lease agreements with the cities of Bellevue and Bothell for alpha-paging transmitters in those jurisdictions.

• Facilitate the replacement of the alpha-paging transmitter antenna at Rattlesnake Mountain and Harborview Medical Center.

• Ensure annual preventive maintenance and necessary repairs and replacement of essential equipment is scheduled and conducted at all .190 and alpha-paging locations in accordance with the plan as presented and approved by the Governing Board.

Previously, NORCOM technology staff managed emergent radio and alpha-paging issues by identifying and outsourcing the need through professional services. Once the Alpha-Paging System officially transferred to NORCOM, the existing CAD Project Operations SME was dual-purposed to provide technical oversight to the creation of a preventive maintenance and repair program designed to maintain operational optimization for radios and paging systems. The SME will continue to operate in both functions until future notice.

85

Calls for Service & User Fees Calculation The participating agencies provide the majority of operating revenue to NORCOM. The method of allocating this revenue source is defined in the Interlocal Agreement, Appendix A. NORCOM’s budget is allocated into two separate cost pools – 50% of the operating budget is allocated to police and 50% of the operating budget is allocated to fire. The 50/50 split was determined by an average of two factors – the staffing allocated to each Charged Operation (Police or Fire) and the volume of calls attributed to each Charged Operation.

The annual average Calls for Service are determined based on the number of Calls for Service for the Charged Operation over the two-year historical Call Calculation Period. The Call Calculation period is defined at the first calendar quarter of the preceding budget year, and the 7 calendar quarters preceding that.

Calls for Service Calendar

The percentages are applied to the current approved budget, less revenue from all other sources.

Subscriber User Fees are calculated at 106% of the User Fee that an agency would pay if it were a Principal.

Data consistent with business plan assumptions was used to determine cost allocations for the 2009 budget year. In 2008, until NORCOM went live in July of 2009, Calls for Service data was not available consistent with the ILA definition; mutual aid calls were counted and Advance Life Support (ALS) calls were charged to each agency involved in the call. After a year of debate and discussion, the Governing Board approved Resolution 30 in June of 2010 amending the Calls for Service definition using the “one call, one bill” philosophy.

This new definition produced shifting call volumes between fire agencies until 2013 when all 8 quarters were counted using the new definition. Because of the shift in calls for service and the financial burden it placed on the fire agencies that provide ALS services, a method was designed to assist with the increase in costs due to the declining calls for service from the new Calls for Service definition. The ALS Smoothing model, as it has been named, estimated each agencies 2013 allocation and then, based on the overall increase or decrease and number of quarters

2009 Allocation2010 Allocation2011 Allocation2012 Allocation2013 Allocation2014 Allocation2015 Allocation

2006 Business Plan DefinitionILA DefinitionResolution 30 Amending CFS Definition Approved June 11, 2010

2014201320122006 2007 2008 2009 2010 2011

86

counted using the new method, applied a variance to the actual call volume. As anticipated, the biggest increase happened in 2012 as NORCOM moved from 3 quarters of data to 7 quarters of data to calculate the 8 quarter average. 2014 was the last year ALS smoothing was applied. The chart below illustrates the history of each agency’s call volume percentage and the current call volume with ALS smoothing. Calls for Service Comparison by Agency

2011 2012 2013

Jurisdiction

2Q08-1Q10 8Q/2

Call Volume

2011 with ALS

Smoothing

Year 2 ALS Smoothing

VARIANCE

2Q09-1Q11 8Q/2

Call Volume*

2012 with ALS

Smoothing


VARIANCE

2Q10-1Q12 8Q/2

Call Volume

2013 with ALS

Smoothing


VARIANCE

Bellevue Fire 13,619 23.60% -0.59% 14,201 24.24% -1.11% 14,199 24.52% -0.95%Bellevue Police 52,476 53,363 53,309Bothell**** 4,076 7.47% 0.23% 3,860 7.32% 0.43% 3,866 7.30% 0.37%Clyde Hill** 2,545 1,556 1,428KCFD #45 (Duvall) 832 1.52% 0.05% 735 1.40% 0.09% 685 1.30% 0.07%Eastside Fire and Rescue 7,912 14.18% 0.13% 7,171 13.04% 0.25% 7,072 12.90% 0.21%KCFD #27 (Fall City) 490 0.95% 0.08% 430 0.92% 0.15% 401 0.85% 0.13%Kirkland Fire 5,979 10.95% 0.33% 5,883 11.11% 0.61% 5,804 10.94% 0.53%Kirkland Police 38,090 65,047 46,457Medina*** 3,053 1,821 1,595Mercer Island Fire 2,108 3.77% 0.02% 2,008 3.63% 0.05% 2,008 3.64% 0.04%Mercer Island Police 12,059 10,979 10,791Northshore Fire 2,701 5.03% 0.24% 2,502 4.91% 0.44% 2,412 4.71% 0.38%Redmond Fire (inc. FD 34) 7,160 12.23% -0.49% 7,785 12.99% -0.91% 7,679 13.00% -0.78%Shoreline Fire 7,160 12.16% -0.56% 7,698 12.69% -1.05% 7,661 12.84% -0.90%KCFD #50 (Skykomish) 310 0.56% 0.01% 238 44.00% 0.02% 212 0.39% 0.01%Snoqualmie 684 1.21% 0.00% 714 1.27% -0.01% 716 1.27% -0.01%Snoqualmie Pass Fire & Rescue 229 0.43% 0.02% 228 0.45% 0.04% 255 0.50% 0.04%Woodinville Fire & Rescue 3,046 5.94% 0.53% 2,575 5.59% 1.00% 2,777 5.84% 0.86%TOTAL- PARTICIPATING AGENCIES 164,529 100.00% 188,792 100.00% 169,327 100.00%**Includes Yarrow Point, population 1,000***Includes Hunts Point, population 445****Includes Snohomish Fire Prot. District 10, population 11,000

Jurisdiction

2Q11-1Q13 8Q/2

Call Volume

2014 with ALS

Smoothing


VARIANCE

2Q12-1Q14 8Q/2

Call Volume

2015 Operating %

(8 Q Avg)

Bellevue Fire 14,291 25.27% -0.32% 14,459 25.59%Bellevue Police 50,108 48,132 43.71%Bothell**** 3,888 7.08% 0.12% 4,419 7.82%Clyde Hill** 1,484 1,479 1.34%KCFD #45 (Duvall) 664 1.21% 0.02% 660 1.17%Eastside Fire and Rescue 7,145 12.86% 0.07% 7,266 12.86%KCFD #27 (Fall City) 423 0.80% 0.04% 411 0.73%Kirkland Fire 6,140 11.17% 0.18% 6,155 10.89%Kirkland Police 48,085 48,698 44.22%Medina*** 1,793 2,172 1.97%Mercer Island Fire 1,940 3.49% 0.01% 1,922 3.40%Mercer Island Police 10,117 9,637 8.75%Northshore Fire 2,358 4.35% 0.13% 2,357 4.17%Redmond Fire (inc. FD 34) 7,434 13.05% -0.26% 7,423 13.14%Shoreline Fire 7,718 13.52% -0.30% 7,872 13.93%KCFD #50 (Skykomish) 212 0.38% 0.00% 197 0.35%Snoqualmie 702 1.25% 0.00% 741 1.31%Snoqualmie Pass Fire & Rescue 285 0.52% 0.01% 280 0.50%Woodinville Fire & Rescue 2,665 5.06% 0.29% 2,337 4.14%TOTAL- PARTICIPATING AGENCIES 167,452 100.01% 166,616 200.00%**Includes Yarrow Point, population 1,000***Includes Hunts Point, population 445****Includes Snohomish Fire Prot. District 10, population 11,000

2014 2015

87

User Fees Breakdown-Full Cost Model During the formation stages of NORCOM it was found that Bellevue was subsidizing the dispatch operation and many agencies would not be able to afford the full cost of doing business. Bellevue agreed to a fixed dollar amount paid over a period of 7 years, allocated 30% to police and 70% to fire, and applied to each agency’s fees based on their call volume. The amount Bellevue pays, known as “smoothing”, decreases each year. For 2015 the amount paid for smoothing is $484,500. Following is a presentation of the full cost if Bellevue smoothing allocations were not applied.

NORCOM PROPOSED BUDGET NORCOM

NORCOM Cost Amount% of Total Amount

% of Total Total

Salary & Benefits $ 4,548,944 50.00% 4,548,944$ 50.00% 9,097,887$

Other Operating Costs $ 1,127,897 50.00% 1,127,897$ 50.00% 2,255,794$

Operating Total $ 5,676,841 50.00% 5,676,841$ 50.00% 11,353,681$

Capital Purchases $ 17,500 17,500$ 35,000$ Capital Equipment Replacement Reserve $ 207,500 50.00% 207,500$ 50.00% 415,000$ Operating Expense Reserve $ - -$ -$

NORCOM Total $ 5,901,841 50.00% 5,901,841$ 50.00% 11,803,681$

Outside Revenue 232,004$ Operating Transfers In 1,504,571$

NORCOM Net Expense $ 5,033,553 50.00% 5,033,553$ 50.00% 10,067,106$

Police Calls Each TotalBellevue 48,132 45.711$ 2,200,150$ Clyde Hill 1,479 45.711$ 67,606$ Kirkland 48,698 45.711$ 2,226,022$ Medina 2,172 45.711$ 99,284$ Mercer Island 9,637 45.711$ 440,492$

Total 110,118 45.711$ 5,033,553$ % of Total 66.09% 50.00%

Fire & EMS Calls Each TotalBellevue 14,459 89.093$ 1,288,212$ Bothell 4,419 89.093$ 393,722$ Eastside Fire & Rescue 7,266 89.093$ 647,369$ KCFD # 27 (Fall City) 411 89.093$ 36,617$ KCFD # 45 (Duvall) 660 89.093$ 58,801$ KCFD # 50 (Skykomish) 197 89.093$ 17,507$ Kirkland 6,155 89.093$ 548,343$ Mercer Island 1,922 89.093$ 171,258$ Northshore Fire 2,357 89.093$ 209,969$ Redmond 7,423 89.093$ 661,312$ Shoreline Fire 7,872 89.093$ 701,337$ Snoqualmie 741 89.093$ 65,995$ Snoqualmie Pass Fire & Rescue 280 89.093$ 24,947$ Woodinville Fire & Rescue 2,337 89.093$ 208,165$

Total 56,498 89.093$ 5,033,553$ % of Total 33.91% 50.00%

NORCOM Total 166,616 60.42$ 10,067,106$

2015 USER FEE BREAKDOWN- FULL COST MODELFire / EMS Police

Operating Cost

Operating Cost

88

Calls for Service – By Discipline

89

Calls for Service – All Agencies The chart below depicts Calls for Service for a calendar year by discipline. Years prior to NORCOM formation are shown to further illustrate the decrease in calls for service due to the way calls are currently counted.

2005 2006 2007 2008 2009 2010 2011 2012 2013

POLICE 128,254 135,681 133,702 113,841 109,156 106,768 113,860 110,507 110,922

FIRE 66,555 73,669 68,028 59,593 56,921 55,297 55,197 56,311 56,709

TOTAL 194,809 209,350 201,730 173,434 166,077 162,065 169,057 166,818 167,631

0

50,000

100,000

150,000

200,000

250,000

2005 2006 2007 2008 2009 2010 2011 2012

Number of Calls for Service

POLICE FIRE

90

Fire Service Area NORCOM’s service area is approximately 1,400 square miles. The Northern edge of NORCOM’s service area runs east from the Puget Sound along the Snohomish King county line to the eastern most border of King County, with the exception of where the City of Bothell crosses over into Snohomish County. The eastern and southern borders are not easily defined as can be viewed in the map below. The southern border follows the northernmost boundary of the City of Renton until it gets to Lake Washington. The western border follows Lake Washington to the north shore and includes Mercer Island.

There are 14 Fire Departments with 58 Fire Stations in NORCOMs service area: 9 Bellevue stations 3 Bothell stations 3 KCFD #45 (Duvall) stations 15 Eastside Fire & Rescue stations 1 KCFD #27 (Fall City) station 6 Kirkland stations 2 Mercer Island stations 2 Northshore stations

6 Redmond stations 3 Shoreline stations 2 KCFD #50 (Skykomish) stations 1 City of Snoqualmie station 1 KKCFD #51 (Snoqualmie Pass) station 4 Woodinville stations

91

Police Service Area The 5 police Departments dispatched by NORCOM within the service area are: Bellevue Clyd e Hill Kirk la n d Me d in a Me rce r I s la n d

92

Appendix A The draft SLA defined the service times based on ticket priority and the location the services are rendered. The data is based on the following matrix:

Urgency

(status of service)

Impact

(scale of affected users)

All

Agencies

Multiple

Agencies

Single

Agency

Multiple

Users

Single

User

Service totally unavailable P1 P1 P1 P2 P3

Service available but with significant

degradation in performance or stability P1 P1 P2 P3 P4

Interferes with normal completion of work P1 P2 P2 P4 P5

Tasks are made more difficult, but are not

impossible to complete P2 P3 P4 P5 P5

Interferes with insignificant components or

business processes P3 P4 P5 P5 P5

93

IMPACT URGENCY

High Impact -> All Agencies Work Stoppage High Urgency -> Restore Now

Medium Impact -> Agency Work Stoppage Medium Urgency -> Restore Quickly

Low Impact -> Individual Work Stoppage Low Urgency -> Restore Soon

Priority

Code Impact and Urgency of Response

Target Response

Time

07:30am–04:30pm

Service

Restored

Service

Restored

(On-site support at Agency)

P1

High Impact and High Urgency

(All Agencies Work Stoppage, Restore Now)

Immediate, sustained effort using all necessary and available resources until service is restored

Immediate response, action toward resolution within 30 minutes.

4 hours 1 business day

P2

High Impact and Medium Urgency

(All Agencies Work Stoppage, Restore Quickly) Medium Impact and High Urgency

(Agency Work Stoppage, Restore Now)

Immediate response to assess the situation, staff may be interrupted and taken away from low or medium priority jobs

Immediate response, action toward resolution within 2 hour

8 hours 2 business days

P3

High Impact and Low Urgency

(All Agencies Work Stoppage, Restore Soon) Medium Impact and Medium Urgency

(Agency Work Stoppage, Restore Quickly) Low Impact and High Urgency

(Individual Work Stoppage, Restore Now)

Response using standard procedures and operating within the normal frameworks

Email notification of call being logged within 1 hour. Response by email or phone within 1 working day.

2 business

days 5 business days

P4

Medium Impact and Low Urgency

(Agency Work Stoppage, Restore Soon) Low Impact and Medium Urgency

(Individual Work Stoppage, Restore Quickly)

Response using standard procedures and operating within the normal frameworks as time allows

Email notification of call being logged within 1 hour. Response by email or phone within 3 working days.

5 business

days or as agreed upon

10 business days or as

agreed upon

P5

Low Impact and Low Urgency

(Individual Work Stoppage, Restore Soon)

Response using standard procedures and operating within the normal frameworks as time allows

Email notification of call being logged within 1 hour. Response by email or phone within 5 working days.

10 business

days or as agreed upon

15 business days or as

agreed upon

94

Glossary Accrual basis of accounting – Revenue is recognized when earned and expenses are recognized in the period incurred, without regard to the time of receipt or payment of cash. ALS Smoothing – A method of allocating agency increases and decreases in Calls for Service over the next five years due to the exclusion of mutual aid calls and splitting Advanced Life Support (ALS) calls between the jurisdiction where the call occurs and the ALS provider that responds. Appropriation - Provides legal authority to spend or obligate funds. Balanced Budget – Current revenues are equal to current expenditures. Business Unit – Logical element or segment of NORCOM representing a specific business function, and a definite place on the organizational chart, under the domain of a manager. Call Calculation Period – The first calendar quarter of the preceding budget year, and the seven calendar quarters preceding that. Calls for Service – Any request for service or unit initiated activity resulting in creation of a Computer Aided Dispatch System incident and interaction with NORCOM personnel. Exceptions include mutual aid, duplicate calls, canceled calls, and officer initiated traffic stops. Charged Operation – An individual principal’s or subscriber’s police or fire/EMS agency that has elected to receive service from NORCOM and pays user fees based on calls for service. Designated Reserves – Amounts that can only be used for specific purposes pursuant to constraints imposed by formal action of the Governing Board. eGov Alliance - an Interlocal agency with a mission of providing Web-based services to their constituents. Enterprise Fund – A fund that provides goods or services to the public for a fee that makes the entity self-supporting. FIXME – A tag put on ‘wiki’ content to identify information that requires editing. Fund – Fiscal and accounting entity with a self-balancing set of accounts recording cash and other resources together will all related liabilities for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations. Fund Balance – Difference between assets and liabilities reported in a governmental fund.

95

Governmental Accounting Standards Board - establishes standards of state and local governmental accounting and financial reporting that will result in useful information for users of financial reports and guide and educate the public, including issuers, auditors, and users of those financial reports.

Interlocal Agreement – Action taken allowing governments to cooperate with one another in the performance of tasks, thus achieving Economies of scale and reducing duplication of effort. Economies are achieved by pooling the resources of two or more jurisdictions to jointly provide services.

Joinder Agreement – Legal document approved by the Municipal Employees Benefit Trust Committee that details the rules NORCOM must follow to participate in the program. King County E-911 - The Enhanced 911 Program Office administers the regional emergency 911 telephone system in King County. In partnership with the twelve call centers in King County, the office helps provide quick and professional 911 services to the entire county, including all cities and unincorporated areas. New World Systems – A public sector software company that provides solutions, including application software, hardware, training and support, for Local Government and Public Safety agencies. NG 911 - An initiative aimed at updating the 9-1-1 service infrastructure in the United States and Canada to improve public emergency communications services in a wireless mobile society. In addition to calling 9-1-1 from a phone, it intends to enable the public to transmit text, images, video and data to the PSAP. One-time expenses – Expenses incurred in the current budget year and not over a period of time. Outside Revenues – Revenues received by NORCOM from sources other than User Fees that may be available from time to time to offset the operating and capital costs. Paychex – A payroll and human resource service company. The company provides services including Payroll Services, Time and Labor Management, HR Administration & Compliance, Group Health Insurance Brokering, and Paychex HR Solutions. Principals Assembly – A meeting of appointed officials from each principal agency held in April of each year. Proprietary Funds – A fund having profit and loss aspects; therefore it uses the accrual rather than modified accrual accounting basis. Restricted Reserves – Resources subject to externally imposed restrictions.

Shared Procurement Portal – A service-specific portal accessed through eGov Alliance. A regional website that consolidates procurement services to make it easy for government and businesses to work together.

http://en.wikipedia.org/wiki/9-1-1

http://en.wikipedia.org/wiki/United_States

http://en.wikipedia.org/wiki/United_States

http://en.wikipedia.org/wiki/Canada

http://en.wikipedia.org/wiki/Payroll

http://en.wikipedia.org/wiki/Human_resource_management

http://en.wikipedia.org/wiki/Company

96

Smart 911 – A service provided by King County E-9-1-1 that allows the public to create a Safety Profile with information used by 9-1-1 and field responders in the event of an emergency. Smoothing – A fixed sum allocated between initial participants based on their relative Calls for Service over the first seven years of the full operations period. Supermajority vote – Governing Board approval of an item accomplished by securing affirmative votes of both: 1) not less than two-thirds of all Members of the Governing Board in number; and (2) not less than two-thirds of the Weighted Vote of all Members of the Governing Board. Telestaff – A scheduling program with communication and time management capabilities incorporating complex staffing factors to make intelligent scheduling decisions without human intervention. Trial Service – Probationary period used to provide the organization an opportunity to observe qualities such as work ethic and actual ability to learn, absorb, and apply the knowledge that cannot be fully evaluated in the selection process. TriTech – A public sector software company that provides solutions, including application software, hardware, training and support, for Local Government and Public Safety agencies. User Fee – The amount payable by an individual principal’s or subscriber’s police or fire/EMS agency for emergency communications services provided. Washington State Procurement Cooperative – A method for State of Washington entities which have executed an Interlocal Agreement that allows purchases using contracts between suppliers and the State of Washington. Weighted Vote – A vote in which each Member’s vote is counted according to the proportion of its respective Principal’s User Fees due and payable for the then current budget year. Wiki – A website that allows collaborative editing and sharing of its contents and structure by its users. Zero Based Budget Strategy – A budget process that asks managers to build a budget from the ground up, starting at zero.

97

Acronyms ACCESS – A Central Computerized Enforcement Service System AFC – Accreditations, Facilities & Continuity of Operations ALS – Advanced Life Support APCO – Association of Public Safety Communications Officials AR – Accounts Receivable ASA – Alternative Strategies Assessment AWC – Association of Washington Cities B & S – Business & Services Plan BE – Bellevue BEFD – Bellevue Fire Department BEPD – Bellevue Police Department BOFD – Bothell Fire Department CAD – Computer Aided Dispatch CALEA – Commission on Accreditation for Law Enforcement Agencies CBD – Criteria Based Dispatch CE – Continuing Education CFS – Calls for Service CHPD – Clyde Hill Police Department COOP – Continuity of Operations CPR – Cardio Pulmonary Resuscitation CRA – Call Receiving Academy (the number that follows denotes the number of academies

held; i.e. – CRA01, CRA02, etc.) CTO – Communications Training Officer CVSA – Computer Voice Stress Analysis DUFD – Duvall Fire Department E 9-1-1 – Enhanced 9-1-1 EE – Employee EMS – Emergency Medical Services ER – Employer ERC – Employee Recognition Committee ESFD – Eastside Fire and Rescue FCC – Federal Communications Commission FCFD – Fall City Fire Department FD – Fire Department FICA – Federal Insurance Contributions Act FTE – Full Time Employee GA – General Availability GIS – Geographic Information System HR - Human Resources ICRM – Integrated Communications & Records Management IDC – Initial Dispatch Code ILA – Inter-Local Agreement IT – Information Technology JIPTL – Joint Integrated Prioritized Tasking List KC – King County KC EMS – King County Emergency Medical Services KCFD – King County Fire District KKCFD – King & Kittitas Counties Fire District KI – Kirkland KIFD – Kirkland Fire Department KIPD – Kirkland Police Department L & I – Labor & Industries

98

LAN – Local Area Network LInX – Law Enforcement Information Exchange MDC – Mobile Data Computer MEBT – Municipal Employees Benefit Trust MEPD – Medina Police Department MIFD – Mercer Island Fire Department MIPD – Mercer Island Police Department MT – Multi-task N/A – Not Available NAG – NORCOM Associated Guild NC – NORCOM NCMEC – National Center for Missing and Exploited Children NENA – National Emergency Number Association NFPA – National Fire Protection Association NG-9-1-1 – Next Generation 9-1-1 NORCOM – North East King County Regional Public Safety Communications Agency NSFD – Northshore Fire Department NWS – New World Systems NOTIS – NORCOM Technology Issue Tracking System OBS – Online Business Systems P# - Priority (the lower the number that follows, the higher the priority) PC – Personal Computer PD – Police Department PERS – Public Employees Retirement System PLC – Programmable Logic Controllers PSAP – Public Safety Answering Point PSEU – Public Safety Employee Union PST – Public Safety Testing PTO – Personal Time Off Q – Quarter QA – Quality Assurance R&M – Repairs and Maintenance RAIN – Regional Automated Information Network REFD – Redmond Fire Department RMS – Records Management System SAN – Storage Area Network SHFD – Shoreline Fire Department SKFD – Skykomish Fire Department SLA – Service Level Agreement SME – Subject Matter Expert SOP – Standard Operating Procedure SP# - Service Pack SPFD – Snoqualmie Pass Fire Department SQ – Snoqualmie SQFD – Snoqualmie Fire Department T-CPR – Telephone Cardio Pulmonary Resuscitation TC – Telecommunicator UPS – Uninterruptable Power Supply VHF – Very High Frequency VOIP – Voice over Internet Protocol VQ – Voluntary Quit WFOA – Washington Finance Officers Association WOFD – Woodinville Fire Department WSUS – Windows Server Update Services

2015 adopted budget - norcom 03 2015 budget_adopted... · 2014-12-08 · 2015 adopted budget ......

Documents