CCP 06-14-2004 - Laserfiche WebLink

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DRAFf DRAFr Hours) Two PSAP - Two Site (St. PauVRamsey-Suburbs) All PSAP models provide for at least I .,- 2 FTE's dedicated to ongoing training and additional FTE's during the first year of transition and cut over_ Two PSAP - Two Site 911/Law Enforcement and 311/Fire/EMS/MRCC/Public Service (PS) All models would develop and implement continuing education based upon a system wide approach with consistent hours and content PSAP Elements Requiring Detailed Development in the PSAP Design Phase Staffing and Scheduling Requirements - The P ASP models presented rely on a generally accepted statistical model for evaluating the relative number of telephone call takers and radio dispatchers a particular PSAP requires (See Attachment - R) The modeling while of value in setting equivalent parameters for the comparative staffing of PSAP's is not able to incorporate some of the hour by hour, day to day and month to month realities of a PSAP's operation. The detailed design phase enables the development of more refined staffing requirements and corresponding scheduling required for actual PSAP design and development. Attachment - D presents the application of adjustments to the statistical model to reflect a more appropriate model that with additional data will be completed in the design phase of the selectcd PSAP model. Space Requirements - The actual space and physical plant requirements for the selected PSAP model will be developed following selection of a specific model. A number of variables beyond the scope and information available to the Work Group make this and element for subsequent development. Move Requirements - Move requirements and cut over planning represent a significant effort and cost beyond the scope of the Work Groups charge but is recognized as and additional element to be addressed as the detailed design phase moves forward. Ongoing or Operating Costs - The Work Group stafIreviewed current non-payroll budget or expense information provided by the four existing PSAP organizations. The differences in each parent organizations expense and expense allocation practices provide variation. An estimate of recurring non-payroll operating costs is included based upon the average percentage ofthe sum of each PSAP's percent of operating costs to total payroll cost. Development of detailed operating costs will be required once a specific model is identified and direction can be provided on the expense allocation practices to be applied to the model. One Time and Capital Costs - The various models share some similar one time and capital costs. Costs, such as microwave links, towers, furniture, Central Electronic Banks, RF control stations, CAD servers, radio consoles, telephone units, uninterrupted power supplies, emergency generators, etc. contribute to the decision both technically and cost wise. For purposes of understanding the one time PSAP costs, the equipment costs for the "four" PSAP model is presented for illustration; it is also the most equipment intense option. PSAPModelComparisont.8.doc 9 re , i. ~- . .