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Home My WebLink About2020-09-08-G01 Presentation_Westcom Strategic Plan UpdateAGENDA ITEM: CITY OF WAUKEE, IOWA CITY COUNCIL MEETING COMMUNICATION MEETING DATE: September 8, 2020 AGENDA ITEM:Westcom Strategic Plan update FORMAT:Presentation SYNOPSIS INCLUDING PRO & CON: Westcom Chief Darin Kiney and Clive City Manager Matt McQuillen will present. FISCAL IMPACT INCLUDING COST/BENEFIT ANALYSIS: COMMISSION/BOARD/COMMITTEE COMMENT: STAFF REVIEW AND COMMENT: RECOMMENDATION: ATTACHMENTS: I. PowerPoint presentation II. Westcom Strategic Plan PREPARED BY:Becky Schuett REVIEWED BY: G1 Westcom Emergency Communications Serving the Cities of: Clive, Norwalk, Urbandale, Waukee, and West Des Moines 2019 vs. 2020 POLICE CALLS 30,513 (JAN THROUGH JUNE)30,009 (-2%) 17,402 13,270 (-31%) 8,234 6,894 6,596 6,605 (-19.5%) (+.1%) 4,026 3,496 (-15%) 2019 2020 2019 2020 2019 2020 2019 2020 2019 2020 CLIVE POLICE NORWALK POLICE URBANDALE POLICE WAUKEE POLICE WDM POLICE 2019 VS. 2020 - FIRE/EMS 5438 (JAN THROUGH JUNE) 5167 (-5.25%) 1781 1784 (+.2%) 1009 (+14%) 827 874 833 (-5%) 523 536 (+2.5%) 2019 2020 2019 2020 2019 2020 2019 2020 2019 2020 CLIVE FIRE/EMS NORWALK FIRE/EMS URBANDALE FIRE/EMS WAUKEE FIRE/EMS WDM FIRE/EMS WESTCOM, 1ST HALF OF YEAR 2019 vs. 2020 78,052 TOTAL 28,815 72,265 TOTAL 911 CALLS 28,869 911 CALLS 49,237 ADMIN CALLS 43,396 ADMIN CALLS JAN THROUGH JUNE JAN THROUGH JUNE 2019 2020 % OF CALLS BY CITY 48.23% (JAN THROUGH JUNE) 44.94% 23.98% 20.64% 11.39% 10.59% 10.44% 9.28% 5.69% 5.53% 2019 2020 2019 2020 2019 2020 2019 2020 2019 2020 CITY OF CLIVE CITY OF NORWALK CITY OF URBANDALE CITY OF WAUKEE CITY OF WDM % OF GROWTH BY CITY 68,619 2010 TO 2020 (PROJECTED)*(+21%) 55,861 45,077 39,491 (+14%) 26,164 (+87%) 15,534 16,853 (+9%) 12,303 13,993 9,046 (+36%) 2010 2020 2010 2020 2010 2020 2010 2020 2010 2020 CITY OF CLIVE CITY OF NORWALK CITY OF URBANDALE CITY OF WAUKEE CITY OF WDM * Numbers based on World Population Review WESTCOM COMMUNICATIONS CENTER Strategic Plan 2026 •VISION •Westcom is a recognized state- wide leader in regional public safety communications and a model for exceptional service, top-tier training, and fulfilled employees. •MISSION •As the first “first responders,” we serve our community by gathering, assessing, and routing lifesaving information. GUIDING PRINCIPLES •Service •Collaboration •Teamwork •Transparency GOAL SUMMARY •G1 | Public Safety Governance •Complete Westcom’s transition to an independent organization by 2025 •G2 | Service Expectations •Establish a Service Level Agreement with Westcom’s partner agencies by 2023 •G3 | Growth Strategies •Develop a continuously evolving 10- year plan for growth, including a new facility WESTCOM COMMUNICATIONS CENTER Strategic Plan 2026 ACKNOWLEDGEMENTS TABLE OF CONTENTS ACKNOWLEDGEMENTS 2 SUMMARY 5 GOALS & OBJECTIVES 6 ACTIONS 8 SUCCESS MEASURES 9 WELCOME 3 INTRODUCTION 4 TIMELINE 10-112 BDS PLANNING & URBAN DESIGN Brian Douglas Scott Gabriel Silberblatt Jessie Tagliani IXP Corporation Kevin Kearns City Leaders Clive Scott Cirksena, Mayor Matt McQuillen, City Manager Norwalk Tom Phillips, Mayor Luke Nelson, City Manager Urbandale Bob Andeweg, Mayor A.J. Johnson, City Manager Waukee Courtney Clarke, Mayor Tim Moerman, City Manager West Des Moines Steven Gaer, Mayor Tom Hadden, City Manager Westcom Staff Peggy Aldrich Allie Anderson Rob Dehnert Deb Elston Jessica Frunzar Aubyn Giampolo Ian Hertel Tom Holland Darin T. Riney Emily Sellner Alicia Scott Natalie Strahl Lynn Tazzioli Westcom Management Committee Matt McQuillen, Chair Clive City Manager Chief Rick Roe, Clive Fire Chief Mike Venema, Clive Police Chief Ryan Coburn, Norwalk Fire Chief Greg Staples, Norwalk Police Chief Jerry Holt, Urbandale Fire Chief Rob Johansen, Urbandale Police Chief Clint Robinson, Waukee Fire Chief John Quinn, Waukee Police Chief Craig Leu, West Des Moines Fire & EMS Chief Chris Scott, West Des Moines Police WELCOME Imagine 2026. Westcom will be the recognized statewide leader in public safety communica- tion and a model for exceptional service, top-tier training, and fulfilled employ- ees. The center will operate from a state-of-the art facility and enjoy collabora- tion with a growing network of local government customers. Born of the notion that everyone in our communities would be better served if the city governments worked together on emergency communications, Westcom is already setting the standard for public safety communications in central Iowa. Now we are poised for several bold actions. In strong partnership with the cit- ies of Clive, Norwalk, Urbandale, Waukee, and West Des Moines, we expect to be a stand-alone independent organization within five years and in a new state-of-the-art facility within ten years. The following pages outline our goals and objectives, as well as strategies to achieve them in three priority areas: Governance, Service Expectations, and Growth. We also outline specific per- formance measures for efficient operations, outstanding customer service, and thriving employees. The Westcom Management Committee and Staff are proud of our emergency communications center and pleased to submit this plan to our communities as a guide to our next chapter. We look forward to the journey, Matt McQuillen, Board Chair Darin T. Riney, Chief 3 INTRODUCTION 4 In order to chart an inspirational vision, ambitious goals to guide our staff, and objectives to keep us accountable to the public and our public safety partners, Westcom utilized a deliberative process to incorporate the knowledge and aspirations of dispatch staff, City administrators, and law enforcement, fire, and EMS leaders. The approach contained three phases over 8 months: Assessment, Plan, and Imple- mentation. These phases addressed: who we are (Assessment), where we are go- ing (Planning), and how we will get there (Implementation). Each phase built on the previous and toward a final plan that is grounded in local reality; addresses current issues; is widely understood and support- ed; and has specific actions and measur- able benchmarks toward progress. The Westcom Management Committee served as the primary decision-making body for the Strategic Plan and met four times to make key decisions and guide the overall process. In the Assessment Phase, the consultant team conducted confidential interviews, completed a technical assess- ment of center management (including governance, operations, technology, and facility), issued and analyzed two satisfac- tion surveys (one for staff and another for public safety partners) and facilitated sev- eral staff focus groups to dig deeper into planning and management concerns. In the Planning Phase, three work groups (composed of staff and Westcom public safety partners) were convened around the identified priority areas: Governance, Growth Strategies, and Service Expecta- tions. These work groups met individually and then again as a group to develop and vet strategic goals, objectives, and performance measures for Westcom. The Westcom Management Committee ap- proved the final strategic plan in August 2020. GUIDING PRINCIPLES Service We are always there when you need us. collaboration We work together to promote efficiency and rely on one another to build stronger bonds within the organization. teamwork We foster understanding, support, and professionalism across our organization. tranSparency We are direct and clear in all our decision- making and communication. VISION Westcom is a recognized state- wide leader in regional public safety communications and a model for exceptional service, top-tier training, and fulfilled employees. MISSION As the first “first responders,” we serve our community by gathering, assessing, and routing lifesaving information. GOALS G1 | Public Safety Governance Complete Westcom’s transition to an independent organization by 2025 G2 | Service Expectations Establish a Service Level Agreement with Westcom’s partner agencies by 2023 G3 | Growth Strategies Develop a continuously evolving 10- year plan for growth, including a new facility SUMMARY 5 GOALS & OBJECTIVES G1 | Public Safety Governance Complete Westcom’s transition to an independent organization by 2025 1.1 | Establish an Executive Committee of leaders from member jurisdictions (by Q4 2020). 1.2 | Establish an Operations Committee of public safety chiefs from member jurisdictions (by Q4 2020). 1.3 | Create and execute a legal structure for an independent organization (by Q2 2022). 1.4 | Establish an independent funding model (by Q4 2024). G2 | Service Expectations Establish a Service Level Agreement with Westcom’s partner agencies by 2023 2.1 | Establish clear menu of membership benefits and requirements for existing and new agency partners (by Q4 2021) 2.2 | Complete CALEA certification (by Q4 2022); and APCO Project 33 (by Q4 2021); consider other certifications. 2.3 | Complete a 3-5-year technology plan which specifies the adoption and phased deployment of new technologies consistent with regional interoperability goals (by Q4 2022). 2.4 | Find partner consensus on Westcom standards of performance (i.e. call answering standard) (by Q4 2023) G3 | Growth Strategies Develop an evolving 10-year plan for growth including a new facility 3.1 | Increase staffing minimums (particularly during busiest hours) to allow supervisors to be removed from minimum staffing calculations (by Q3 2020). 3.2 | Establish clear and specific criteria for adding new members (by Q4 2020). 3.3 | Make an immediate affirmative contractual decision on Waukee and Norwalk to become full members (update 28E). 3.4 | Create an evolving growth model for existing customers (based on population forecasts that describes anticipated demand for Westcom’s services in the next 10 years (by Q4 2022). 3.5 | Complete planning and financing for a new facility (by Q4 2026).6 7 ACTIONS Short Term Actions Long Term Actions 8 1.2 Realign Westcom Management Committee and the OPS/TECH groups. 2.2 Start CALEA accreditation process. 2.2 Start APCO Project 33 training accreditation process. 2.3 Start an IT Group to include all user agencies IT departments. 3.1 Evaluate staffing model to ensure coverage is appropriate to workload. 3.2 Establish criteria of on-boarding agencies and the requirements & expecta- tions of new memberships. 3.3 Review and update current 28E. 1.4 Develop funding mechanism to support standalone agency. 2.3 Develop a technology plan for replacement/upgrades/new technology. 2.4 Increase quality standards review to include performance, call take, radio, etc. 3.4 Develop growth model and expectations based on predictive measures of GIS or populations forecast. 3.5 Develop funding mechanism and plan & design for standalone facility. MEASURES t Average time of response (from first electronic impulse to ‘sent to queue’) Source: Westcom Statistics Desired Trend: Down Staff hours worked to incidents ratio Source: Westcom StatisticsDesired Trend: Down Percentage of lost calls Source: Westcom Statistics Desired Trend: Down Dispatch cost per incident Source: Westcom Statistics Desired Trend: Down Perceived value to member agencies Source: Annual Partner Survey Desired Trend: Positive Customer satisfaction with service Source: Annual Public Survey Desired Trend: Positive Perceived level of technology support Source: Annual Partner Survey Desired Trend: Positive Number of complaints filed by public and partners Source: Westcom Complaint Records Desired Trend: Down Percentage of Westcom employees who rate their ability to partake in decision-making positively Source: Annual Employee Survey Desired Trend: Positive Percentage of Westcom employees who rate their training opportunities favorably Source: Annual Employee Survey Desired Trend: Positive CUSTOMERSOPERATIONS EMPLOYEES 9 TIMELINE 10 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 PUBLIC SAFETY GOVERNANCE Establish an Executive Committee Establish an Operations Committee Create a legal structure for an independent organisation Establish an independent funding model SERVICE EXPECTATIONS Establish clear membership benefits and requirements Complete the APCO Project Complete CALEA certification Complete a 3-5 year technology plan Achieve partner consensus on performance standards GROWTH STRATEGIES Increase staffing minimums Establish clear criteria for adding new members Waukee and Norwalk to become full members Create an evolving growth model for existing customers Complete planning and financing for a new facility 2020 2021 2022 11 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2023 2024 2025 20262022 Westcom Communications Center 8055 Mills Civic Pkwy West Des Moines, Iowa 50266 Tel: (515) 222-3321