Alabama Statewide 9-1-1 Plan - Alabama 9-1

Transcription

Alabama Statewide 9-1-1 Plan
01/22/2014
Table of Contents
1
Executive Summary ...................................................................................................... 3
1.1
1.2
1.3
2
The 9-1-1 System in Alabama....................................................................................... 5
2.1
2.2
2.3
3
Planning Subcommittee ...................................................................................................... 9
Planning Methodology ....................................................................................................... 9
Planning Vision ................................................................................................................ 11
Current Major Issues ........................................................................................................ 12
Strength and Weakness of the 9-1-1 Community ............................................................ 15
Planning Initiatives ........................................................................................................... 16
Plan Implementation and Monitoring ......................................................................... 22
4.1
4.2
4.3
5
Current and Past 9-1-1 Environment .................................................................................. 6
Next Generation 9-1-1 in Alabama .................................................................................... 7
9-1-1 Governance and Structure......................................................................................... 8
9-1-1 Plan ...................................................................................................................... 9
3.1
3.2
3.3
3.4
3.5
3.6
4
Background ....................................................................................................................... 3
Major 9-1-1 Issues .............................................................................................................. 4
Planning Initiatives ............................................................................................................. 5
Resource Allocation ......................................................................................................... 22
Plan Implementation ........................................................................................................ 23
Updating the Plan ............................................................................................................. 24
Attachments................................................................................................................. 25
5.1
5.2
Maps of Alabama Emergency Communication Districts ................................................. 25
Changes to the Plan .......................................................................................................... 28
Alabama Statewide 9-1-1 Board - Version 1.0
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1 Executive Summary
1.1 Background
9-1-1 service is a vital part of our nation's emergency response and disaster preparedness
system. In October 1999, the Wireless Communications and Public Safety Act of 1999
(9-1-1 Act) took effect with the purpose of improving public safety by encouraging and
facilitating the prompt deployment of a nationwide, seamless communications
infrastructure for emergency services. State and local authorities continue to expand 9-11 coverage and upgrade 9-1-1 services.
In the United States, the first catalyst for a nationwide emergency telephone number was
in 1957, when the National Association of Fire Chiefs recommended use of a single
number for reporting fires.
In 1967, the President's Commission on Law Enforcement and Administration of Justice
recommended that a "single number should be established" nationwide for reporting
emergency situations. The use of different telephone numbers for each type of emergency
was determined to be contrary to the purpose of a single, universal number.
In November 1967, the FCC met with the American Telephone and Telegraph Company
(AT&T) to find a means of establishing a universal emergency number that could be
implemented quickly. In 1968, AT&T announced that it would establish the digits 9-1-1
(nine-one-one) as the emergency code throughout the United States.
In the early 1970s, AT&T began the development of sophisticated features for the 9-1-1
with a pilot program in Alameda County, California. The feature was "selective call
routing." This pilot program supported the theory behind the Executive Office of
Telecommunication's Policy.
More details on the origin of 9-1-1 service is hosted on national NENA’s website at
http://www.nena.org/?page=911overviewfacts
Enabling legislation was passed in Alabama that allowed for the formation of County or
Municipal Communications Districts to operate a 9-1-1 system. Before a Communication
District could add a fee to the phone bills the citizens of the District had to approve the
fee in an election. The fee was not to exceed 5% of the base tariff rate.
In 1993 the law was amended to allow a Communications District to charge 5% of the
highest base rate in that District for phone service. Many Districts increased their fee in
response to this change in the legislation.
History of Alabama 9-1-1 legislation is at http://www.al911.org/history/legislation
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In 2012, Act 2012-293 (HB89) amended Sections 11-98-1, 11-98-2, 11-98-4, 11-98-5,
11-98-6, 11-98-7, and 11-98-9, Code of Alabama 1975 to create a statewide 9-1-1 Board,
which replaced and superseded the Commercial Mobile Radio Service (CMRS) Board.
The new statewide Board was charged with developing a 9-1-1 State Plan. This statewide
9-1-1 Plan represents the initial version and involved several key stakeholders from the 91-1 community in the development process.
The purpose of the Statewide 9-1-1 Plan is to:
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Provide a roadmap for 9-1-1 in Alabama
Educate and inform stakeholders
Develop a set of initiatives and action items to advance effectiveness and
efficiency of the 9-1-1 System in the State of Alabama
1.2 Major 9-1-1 Issues
Through various planning meetings and stakeholder focus group, several current or future
9-1-1 issues were identified. Planning initiatives were developed addressing these issues.
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Funding structure
Improve responsibility and accountability from Local 9-1-1 Boards
Disparity of 9-1-1 service level across the State
Improve statewide coordinated training
Hiring and retention of qualified staff
Lack of standards
Improve communication within the 9-1-1 community
Lack of control over dispatch functions by some ECDs
Organizational and operational structure of 9-1-1 (Local Boards vs. Statewide
9-1-1 Board) and perception of inefficiencies caused by current structure
Lack of ability of the Statewide 9-1-1 Board to enforce rules and policies
Cell phone location
Radio communications
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1.3 Planning Initiatives
The following planning initiatives represent the Board’s and its stakeholders’ long term
plan to advance 9-1-1 in the State of Alabama:
I.
II.
Adopt and Implement Standards
Improve Efficiency of the 9-1-1 System
III.
Develop a Sustainable 9-1-1 Funding Model
IV.
Increase Public Understanding of 9-1-1
V.
Improve Staffing, Retention and Professional Development
VI.
Continue to Meet the Needs of Next Generation Technology
VII.
VIII.
IX.
Improve Involvement and Communication among the 9-1-1 Community
Increase Accountability and Ownership of 9-1-1 Stakeholders
Maintain a highly reliable 9-1-1 system while migrating to an Internet
Protocol (IP) platform.
2 The 9-1-1 System in Alabama
Alabama is well known as the “Home of 9-1-1” as the first 9-1-1 call was made in
Haleyville, Alabama in 1968 by Senator Rankin Fite on a system designed by the
Alabama Telephone Company. Since that time the 9-1-1 agencies and communications
providers have worked to maintain a reliable means for citizens to access emergency
services. The current analog phone system was not designed to handle wireless calls but
it was “patched” to do so. The 9-1-1 system is now faced with the potential/capability to
send text messages, photos, videos, and other communications to 9-1-1 centers.
There are currently 123 Public Safety Answering Points (PSAPs) in Alabama that are
administered by 86 Emergency Communications Districts (ECDs). Each of
Alabama’s 67 Counties has an ECD and there are nineteen (19) Municipal ECDs.
Included in this count are PSAPs operated on military bases and one Indian reservation.
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2.1 Current and Past 9-1-1 Environment
The 9-1-1 Legislation passed in the mid-1980s enabled Counties or Cities to create
Emergency Communications Districts and to hold a vote of the citizens in the District to
approve adding a fee to phone bills not to exceed 5% of the base phone bill. The 9-1-1
fee was to fund equipment and operations of an Enhanced 9-1-1 system which displays
the caller’s name, address, and phone number at the PSAP. This allowed assistance to be
sent even if a caller was unable to speak or did not know the address of the emergency.
This was a tremendous improvement in the 9-1-1 system, and within a few years, each
County and eleven Cities had passed a 9-1-1 referendum, without a single failing vote on
a 9-1-1 referendum.
The legislation was changed numerous times to accommodate changes in technology,
such as the introduction of cellular phone service. While no one foresaw the massive
adoption of cellular phone service, it quickly became a major issue for 9-1-1 centers and
a lengthy and often contentious process resulted in the Federal Communications
Commission passing rules for wireless carriers and how they would deliver 9-1-1 calls to
PSAPs. Alabama once again took a leadership role in the nation and created a program
through which all PSAPs were equipped to receive wireless 9-1-1 calls and display the
caller’s location on a map, known as Phase II 9-1-1 service. In 2013 wireless 9-1-1 calls
to PSAPs were at least 70% of the total calls received by PSAPs and in many PSAPs it is
higher.
More information about wireless 9-1-1 calls is available at the FCC website.
http://www.fcc.gov/guides/wireless-911-services.
Major changes in the Legislation were made in 2012 and Alabama once again is a leader
in 9-1-1 by changing from a system where each County or City ECD established a 9-1-1
fee for wired phones and a legislature established the 9-1-1 fee for wireless phones. This
previous system resulted in wired phones being assessed widely varying 9-1-1 fees, in
some cases over $4 per line per month while wireless phones were assessed a $0.70 fee
per month. The Legislature addressed this by setting a flat rate for all communications
connections sufficient to meet the funding needs of ECDs. After a study to determine the
existing funding and number of connections, the new flat rate was set at $1.60 per
connection per month and became effective October 1, 2013.
The ECDs now get their funding from the State 9-1-1 Board and carriers make just one
payment per month to the Board, streamlining the collection and remittance of 9-1-1 fees
for all involved.
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2.2 Next Generation 9-1-1 in Alabama
Alabama continues its proud history of leadership in bringing 9-1-1 service to its citizens
via implementation of the Alabama Next Generation Emergency Network (ANGEN).
ANGEN is an Internet Protocol (IP) based 9-1-1 infrastructure which will replace the
existing analog system. ANGEN will position Alabama to serve the citizens more
efficiently and effectively in daily operation, and during man-made or natural disasters,
the capabilities of an IP based system will dramatically improve the delivery of 9-1-1
service.
For example, during a hurricane 9-1-1 calls from the coastal area may be easily re-routed
to PSAPs in the middle or northern part of the state. This is even more helpful after the
hurricane or other disaster when 9-1-1 calls may be answered in an area not affected by
the disaster. This avoids bringing relief workers into the affected area which reduces the
demand on local resources. When a flu epidemic affects Alabama, avoiding bringing
additional emergency workers into an area will be even more important. ANGEN will
allow 9-1-1 calls to be answered hundreds of miles away if needed.
Under the leadership of the Alabama Wireless Board, ANGEN also reduced expenses
through a partnership with the Alabama Supercomputer Authority to provision the
physical IP network. This avoids a duplication of services and is one reason Alabama’s
IP based system is less expensive than others. Of the 86 ECDs in Alabama, 83
participated in a $1.9M grant program to help fund ANGEN, with $950,000 of that being
a local match provided cooperatively by the 83 ECDs.
Another efficiency that ANGEN facilitates is the concept of a “virtual consolidation” of
PSAPs. A group of PSAPs may purchase their 9-1-1 service from a shared or hosted
platform rather than each PSAP buying their own equipment. Commercial vendors are
ready to offer 9-1-1 service via this model and due so in other states. It is expected in
2014 that the first hosted solution will be brought online in Alabama. A hosted solution
will reduce the cost of operating small PSAPs and may allow communities to keep their
9-1-1 service local by reducing equipment costs. Jefferson County 9-1-1 is offering to
allow Municipal PSAPs to connect to their 9-1-1 equipment, in effect a private hosted
model that delivers similar cost savings and efficiencies.
While saving money is not the primary goal of a 9-1-1 system, ANGEN does offer a
great potential to reduce the costs of 9-1-1 service, both to the PSAPs and
communications service providers. The potential efficiencies of an IP based system has
Alabama in a leadership role once again.
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2.3 9-1-1 Governance and Structure
9-1-1 in Alabama was organized under enabling legislation passed in the 1980s. All 67
Counties eventually passed a 9-1-1 referendum, and 11 Cities also created a
Communications District. The 9-1-1 fee approved by these local votes was used to fund
the 9-1-1 phone equipment, assign street addresses to replace rural routes and boxes, and
to create the computer databases used by telephone companies to provide Enhanced 9-1-1.
E9-1-1 as it is commonly called displays the caller’s name, address, and phone number
on a computer style screen when a 9-1-1 call is received. 9-1-1 fee income is also used
for the staff to maintain the equipment, addresses, and databases, and in many ECDs, to
pay for all or part of the salaries of the staff who answer the 9-1-1 calls.
ECDs are governed by a Board appointed by the County Commission or City Council. In
some cases the Commission or Council make themselves the 9-1-1 Board, but many
appoint a Board comprised of people such as the Sheriff, Police Chiefs, Fire Chiefs,
EMA Director, Emergency Medical Providers, and/or citizens “at large”. The ECD
usually hires a Director or Coordinator, and often someone to manage street addressing
and technical staff. Many ECDs hire 9-1-1 call takers or provide funding to the Sheriff or
Police Department(s) to assist with the cost of their staff who handle 9-1-1 calls. The
local ECDs implemented 9-1-1 using different methods, but the end result to the citizens
is the same, someone is there to answer their call and notify the proper emergency
responders.
In 2012 the Legislature not only created the flat rate for 9-1-1 fees, they also created a
State 9-1-1 Board that superseded the Commercial Mobile Radio Service Board, better
known as the Wireless 9-1-1 Board. The State Board is charged with several duties but
the administration and operation of the local 9-1-1 system remains with the ECDs.
The State Board is specifically charged by the Legislature to develop a State Plan for 9-11 that among other things “... formulate recommended strategies for the efficient and
effective delivery of enhanced 9-1-1 service.” This document is the 9-1-1 Plan for
Alabama and includes both short and long term goals and initiatives to meet the
Legislative requirement. The State Board is also required to: “... study the operational and
financial condition of the current 9-1-1 systems within the State of Alabama and publish
a report detailing the same;”. The State 9-1-1 Board has the authority to promulgate rules, but legislation restricts this
rulemaking with the clause: “This authority does not include the regulation of any 9-1-1
service, such as the establishment of technical standards.” It is conceivable the 9-1-1
Board might issue ‘advisory opinions” if a rule making is not in order. The intent of such
opinions would be to guide ECDs on operational decisions, for example handling a new
technology until legislation can be enacted.
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3 9-1-1 Plan
3.1 Planning Subcommittee
For the development of this Statewide 9-1-1 Plan, the Board assembled the following
planning committee from among the Board’s members:
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Jason Jackson, Executive Director State 9-1-1 Board
Donnie Smith, Chambers County 9-1-1
Roger Wilson, Walker County 9-1-1
Wayne Hutchens, AT&T
Ernie Blair, Huntsville-Madison County 9-1-1
Chris Heger, Baldwin County 9-1-1
F. Johnson, Farmers Mutual Telephone Company
Mark Brown, Charter Communications
The Plan was approved by the State 9-1-1 Board at their regular meeting of January 22,
2014. The Board intends to utilize this Plan to further advance 9-1-1 in the State of
Alabama using this document as a living document that will reviewed continuously.
3.2 Planning Methodology
The Subcommittee and AUM developed a phased planning methodology as outlined
below to gather information from a variety of stakeholders. The findings were then used
to develop long-term planning initiatives and short-term action items through focus
groups and Subcommittee meetings.
The following outline of workshops, research, and meetings describes the methodology
used to facilitate the planning effort:
I.
Secondary Research
Goal:
Develop a deeper understanding of other states’ planning efforts and existing
9-1-1 efforts in Alabama.
Activities:
1. Identify data information sources
2. Gather existing 9-1-1 Board data
3. Gather other State’s 9-1-1 planning information and initiatives
4. Normalize and analyze collected data
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II.
Organizational Meeting
Goal:
Review and approve planning methodology, project plan and plan construct
Activities:
1. Introductions and kick-off
2. Review and approve the overall construct of the plan
3. Review and approve the planning methodology
4. Identify the participating focus group(s) stakeholders
5. Review and approve the project plan
III.
Primary Data Survey
Goal:
Gather primary data as basis for Focus Group discussion.
Activities:
1. Identify survey recipients
2. Develop and design survey instrument
3. Conduct survey
4. Analyze and structure survey data
IV.
Stakeholder Focus Groups
Goal:
Develop a deeper understanding of ongoing and future initiatives.
Activities:
1. Review survey data
2. Identify and discuss the following:
a. Major 9-1-1 issues
b. Effectiveness and efficiency opportunities
c. Current/future initiatives
d. SWOT analysis of the current State 9-1-1 system
e. Characteristics of ideal State 9-1-1 system
3. Evaluate importance of major 9-1-1 issues
V.
Planning Workshop
Goal:
Identify long-term initiatives and develop short-term action plan.
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Activities:
1. Review the following:
a. Survey data
b. List of major 9-1-1 issues
c. List of opportunities
d. SWOT analysis
e. Initial list of 9-1-1 initiatives
f. Characteristics of an ideal State 9-1-1 system
2. Identify and define initiatives
3. Identify and define key enablers to achieve initiatives
4. Define the rubric matrix to evaluate the capability/maturity for each of
the defined enablers
5. Evaluate the capability/maturity of the enablers to accomplish each of
the identified initiatives
VI.
Execution Workshop
Goal:
Develop 9-1-1 plan containing initiatives with specific action items
Activities:
1. Establish initiative priorities
2. Define action items and responsible party
3. Define objectives and performance indicators
4. Draft statewide 9-1-1 plan
3.3 Planning Vision
It is the Board’s and its Stakeholder’s vision to utilize the Alabama Statewide 9-1-1 Plan
to formulate recommended strategies for the efficient and effective delivery of enhanced
9-1-1 service in Alabama. The vision of the Plan is expressed in the following statements:
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Develop a precise and descriptive Plan that includes long-term initiatives to
further enhance 9-1-1 service delivery in the State of Alabama
Identify and address current and future statewide and local 9-1-1 issues
Provide a uniform level of 9-1-1 services through technology and an adequate,
skilled, and professional workforce
Educate stakeholders and the public on 9-1-1 services in the State of Alabama
Promote the development and implementation of Next Generation technology in
the 9-1-1 services delivery
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In addition to the statements above, the Committee and stakeholders identified the
following characteristics of an ideal 9-1-1 Community that served as the overarching
characteristics in the development of the Plan:
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Efficient
Helpful
Dependable
Professional
Trained/Knowledgeable
Accountable
Confident
State of the Art
Ethical
3.4 Current Major Issues
Through surveys, meetings, and focus groups of the 9-1-1 community, the following
comprehensive listing of current major issues of the 9-1-1 system was identified:
•
Funding structure
Reliance upon a fee on a phone lines is becoming less and less desirable as a
means to fund a 9-1-1 center. The public utilizes fewer wireline phones as many
homes no longer have a traditional wired telephone. In addition, the transition to
Voice over Internet Protocol (VoIP) technology makes counting “phone lines”
more difficult.
•
Improve responsibility and accountability from Local 9-1-1 Boards
The current law does not provide oversight of local Boards. This is perceived as
both a negative and a positive among the 9-1-1 Community.
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Disparity of 9-1-1 service level across the State
Some 9-1-1 Centers train their personnel and vigorously enforce performance
standards, but others do not adhere to the same high standards. Many centers are
forced to operate with just one person on duty which makes a high level of service
very difficult to provide.
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•
Improve statewide coordinated training
There is no state level training other than that organized by one of the 9-1-1
Centers and offered to others. A lack of state training standards leads to reluctance
by some agencies to attend training.
•
Hiring and retention of qualified staff
The applicant pool for a job that requires shift work and working holidays and
weekends is somewhat restricted even in urban areas. After hiring and training a
qualified person, smaller centers often have them leave for higher paying jobs in
neighboring jurisdictions.
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Lack of standards
The 86 Communications Districts in Alabama all operate autonomously, making
equipment purchases and operational procedures with little to no guidance or
oversight.
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Improve communication within the 9-1-1 community
It is anticipated that the State 9-1-1 Board will improve this issue but in the near
past communication depended upon membership in one or more of the volunteer
professional associations and monitoring their websites. Issues are often explained
well at a meeting but written documentation is not always made available.
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Lack of control over dispatch functions by some ECDs
Many Emergency Communications Districts do not employee or supervise the
staff who answer 9-1-1 calls. This means that within an ECD there is not
consistency in call handling procedure. This also makes enforcing standards more
difficult as the ECDs are reluctant to attempt to require a Sheriff or Police Chief
to adhere to standards when they do not have clear legislative authority to do so.
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Organizational structure of 9-1-1 (Local Boards vs. Statewide 9-1-1 Board)
Districts want clear direction from the new State Board but there is also a concern
that the provision of emergency service is a local issue and rules or regulations
from “the state” would erode local authority and preference.
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•
Lack of ability of the Statewide 9-1-1 Board to enforce rules and policies
While the Board has the clear authority to promulgate rules concerning the
collection of fees from carriers, it is not as clear how far this rule-making
authority extends into the area of expenses and operations at the local ECDs.
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Cell phone location
9-1-1 Calls from cell phones are over 70% of the call volume at most 9-1-1
centers and as high as 90% in some. Cell phone location technology has problems
providing accurate locations in both rural and urban areas. In rural areas, there
may not be enough towers to accurately triangulate if that method is used. In
urban areas or inside buildings, it is difficult for the cell phone to “see” the GPS
satellites if that method is used. This issue is governed by the FCC, but impacts
the delivery of service in Alabama.
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Radio communications
A critical component of 9-1-1 service is notifying emergency responders of events
reported via 9-1-1. Two way radio communications is the predominate method
used and many agencies do not have adequate coverage, often called “dead
zones,” where communications is not always reliable if available at all. Resolving
these issues is expensive and sometimes complicated by a lack of available
frequencies in an agency’s existing radio system.
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3.5 Strength and Weakness of the 9-1-1 Community
The following chart lists strengths and weaknesses identified by the Committee and 9-1-1
stakeholders.
Strengths
• Keeping up with technology
• Experience
• Close relationship with fire
departments, local agencies and first
responders, EMA
• Willingness to improve service
delivery
• Relations with public officials
• Call waiting response time
• Public perception of 9-1-1 is high
• Meeting participation, statewide
involvement, strong leadership
• State Board
o Need to continue relationship with
carriers
o Improvement of clarity of Board
and 9-1-1 to industry
o Composition (9-1-1 and industry
work together)
o Paid staff
• New transparency in industry, open
books
• Implementation of ANGEN
• Reliable 9-1-1 Network
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Weaknesses
Haves vs. Have Not Equipment
GIS location
Lack of Redundancy
Inability to transfer calls to
different tandems
Lack of equipment on bid list, no
statewide 9-1-1 procurement
Lack of Training
Lack of standard Level of Service
No regulations
Operation Standards
Different level of Management of
call takers and dispatchers
Organization Structure
Infrastructure
86 different management
organizations (Boards)
Lack of Enforcement Mechanism
Multiple Duties of call takers
outside 9-1-1 duties
Lack of Publicity/Education
Organizational Staffing Structure
ECD don’t manage dispatch
function
No influence on local boards
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3.6 Planning Initiatives
Resulting from analysis of the issues, strengths and weaknesses, the Committee and
stakeholders identified the following major planning ps. These Planning initiatives serve
as long-term goals with short-term action steps to work towards achieve the initiatives.
Initiative 1
Adopt and Implement Standards
There are several standards established by national associations that may be appropriate
for Alabama. A committee will review these, and after making any appropriate changes,
attempt to gain approval from stakeholders in Alabama via voluntary adoption.
Ultimately the minimum standards for Telecommunicators should be set by legislation as
has been done for Law Enforcement Officers and Fire Fighters. The legislation addresses
training specifically:
Section 2e(4) To establish policies and procedures, adopted in accordance with
the Alabama Administrative Procedure Act, to fund advisory services and training
for districts and to provide funds in accordance with these policies and
procedures to the extent funds are available
Action
Item
1
Description
Develop Committee to review standards
Review with AAND, Alabama NENA, and APCO recommended standards
for Alabama
2
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Technology (NextGen PSAP)
Call takers
Call Handling / Operational Policies
3
Establish funding, adoption procedures, and timeline
4
Develop and recommend additional legislation if deemed necessary
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Initiative 2
Improve Efficiency of 9-1-1 System
Via the move to an IP based 9-1-1 system, the Alabama Next Generation Emergency
Network (ANGEN), costs for carriers and PSAPs should be reduced. The IP network
provided via ANGEN could be used for other services, further reducing costs. A study to
determine what if any cost savings are available by consolidating 9-1-1 centers is also
envisioned. Consolidation may be achieved virtually by sharing equipment using IP
technology or by combining one or more PSAPS.
Action
Item
Description
Build a database of ECDs and PSAPs
1
o Include non-PSAP dispatch centers in each ECD.
Consolidation
2
3
o Research and identify types of consolidation
o Describe types of consolidation and potential application in a
NextGen environment
o Perform feasibility study on different types of consolidation
o Research potential incentives to consolidate
Request pricing from the LECs that currently bill 9-1-1 Districts for ANI,
ALI, and/or Selective Routing to determine their billing during and after the
transition to ANGEN.
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Initiative 3
Develop a Sustainable 9-1-1 Funding Model
The premise established in the mid-1980s of assessing a fee on “phone lines” will not
meet the funding needs of the future and is cumbersome for carriers to implement.
Action
Item
Description
1
Review sustainability of current funding model
2
Investigate alternative funding models
3
Investigate implementation strategy of new funding model
4
Research alternative funding support or sources
Initiative 4
Increase Public Understanding of 9-1-1
Develop public service announcements for television and radio as well as print media and
websites. Support local efforts to educate the public on the proper use of 9-1-1 and when
to call a non-emergency number.
Action
Item
Description
1
Analyze current public understanding and expectations of 9-1-1
2
Analyze current educational efforts
3
Investigate potential funding
4
Develop Educational/marketing programs educating different audiences
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Initiative 5
Improve Staffing, Retention and Professional Development
Review Alabama’s pay and benefit structure and assist the ECDs to identify candidates
with the best potential not only to complete training and to successfully perform the job
of Telecommunicator but to be satisfied with the job and remain in employment
Action
Item
1
Description
Review job classifications for 9-1-1
4
Develop overview of current pay standards and benefits in Alabama,
surrounding states and across public safety disciplines
Develop recommended pay standards tied to training and seniority
milestones
Survey training needs for different programs/areas
5
Develop statewide training programs
6
Develop an incentive for ECDs who meet operational, technical, training,
staffing and local funding standards.
2
3
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Initiative 6
Continue to Meet the Needs of Next Generation Technology
The State 9-1-1 Board must be diligent in monitoring emerging technologies and making
decisions and plans that keep Alabama at the forefront of 9-1-1 service so the citizens
receive the highest benefit possible.
Action
Item
Description
Identify funding needs for next 10 years for ANGEN from statewide and
PSAP perspective
Establish inventory procedures for each PSAP/ECD including policies,
training of staff to be able to handle new technology
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3
Perform annual technology review of infrastructure
4
Establish Technology Committee to review new and upcoming technologies
and their impact on 9-1-1
Initiative 7
Improve Involvement and Communication among the 9-1-1 Community
By using current communications technologies, the State Board should make information
available not only at meetings, but via their website and direct communications with
Districts when required. Among the considerations should be providing audio/video
conference capabilities to reduce travel time and expense to attend meetings.
Action
Item
Description
1
Identify methods/plans for increased communication with & among districts
and state board
Page 20 of 28
Initiative 8
Increase Accountability and Ownership of 9-1-1 Stakeholders
Study what 9-1-1 Districts are doing to improve transparency in local operations and
expenditures and publish best practices. The State Board could for example publish local
budgets on-line for those Districts without a website. A complaint process for citizens,
first responders, and political leaders to air grievances with their local 9-1-1 Board should
be established.
Action
Item
1
2
3
Description
Review current or existing 9-1-1 Stakeholder groups
Review Transparency, Participation, Evaluation, and Complaint/Response
Mechanisms
Develop policies to address Transparency, Participation, Evaluation, and
Complaint/Response Mechanisms
Initiative 9
Maintain a highly reliable 9-1-1 system while migrating to IP
The legacy 9-1-1 system has been very reliable and the migration to IP technology must
not reduce that reliability. Since IP was developed in part to route around problems, the
IP 9-1-1 network should have high reliability and must receive careful consideration by
the State Board of network design and implementation.
Action
Item
1
2
3
Description
Develop Subcommittee to review IT standards and their application within
ANGEN
Examine potential cost savings by using the ANGEN Broadband network for
other services
Pursue opportunities for data exchange among PSAPs and public safety
responders using ANGEN
Page 21 of 28
4 Plan Implementation and Monitoring
4.1 Resource Allocation
The Executive Director of the Alabama 9-1-1 Board will provide project oversight of the
implementation and monitoring of the Plan. In addition, an Administrative Assistant can
support the efforts of the director.
Much of the work by the 9-1-1 Board is achieved through various subcommittees.
Participants in these subcommittees come from the private sector as well as the public
sector and provide subject matter expertise in various areas. Members volunteer to be part
of a committee and provide their time to the Board at no charge. Subcommittees can be
utilized to spearhead different initiatives and perform some of the action steps involved.
The Board also relies on outside consultants that provide expertise in various areas of
9-1-1. These consultants could be used for the research and implementation of various
initiatives. Proposals from different subject matter experts need to be gathered and
compared to efficiently and effectively utilize outside consultants.
Funding to implement various initiatives must be considered while establishing the
Board’s operational budget. Though the Board designated a budget to the Executive
Director, such budget may not be sufficient to execute action steps of various initiatives.
As the initiatives have a long-term timeframe, it is important that the Board recognizes
that funding levels may change over time and that adequate procedures to address these
changes in funding need to be in place.
The Board must also consider funding at the local level. PSAPs may require additional
funding or expertise to execute the Plan’s initiatives.
Page 22 of 28
4.2 Plan Implementation
The Board has several options for implementing the listed Initiatives and action items. A
few of them have been outlined below.
•
Voluntary Adoption
Action items resulting from initiatives may be adopted by many 9-1-1 PSAPs
voluntarily, but this approach may not be sufficient to gain acceptance across all
of Alabama.
•
Rulemaking
The Board has the option of requesting a legal opinion to determine if they
may establish rules for the operation of 9-1-1 PSAPs. For example, the State
Department of Public Health established a rule requiring agencies providing
Advanced Life Support to be dispatched by a Center that provides pre-arrival
instructions to 9-1-1 callers.
However, current legislation states that:
This authority does not include the regulation of any 911 service, such as the
establishment of technical standards
The Board may have to recommend additional legislation to allow for
rulemaking.
•
Advisory Opinion
The Board may also consider issuing an advisory opinion if a review of the
State Law does not allow the Board to promulgate rules.
•
Funding Reimbursement or Grant Development
The State Board has the ability to establish grants if funding is available. The
State 9-1-1 Office may make the application for grants more feasible as it can
award additional operational grants to districts outside of the other distribution
criteria.
•
Legislation
Some action items may require legislative action to permit or mandate. Just as
minimum standards for law enforcement required legislation, the same may be
true for those who answer 9-1-1 calls.
Page 23 of 28
4.3 Updating the Plan
The Alabama Statewide 9-1-1 Plan was developed by the Alabama 9-1-1 Board. It will
be the Board’s responsibility to review the plan annually and receive progress reports
from the Executive Director. Changes in regards to initiatives must be initiated by the 91-1- Board. The Executive Director can manage individual action items of an initiative
and has the ability to adjust action items as necessary. There may be legislative or
technological changes in the 9-1-1 environment that may require the Board to adjust the
plan.
Changes to the plan will be documented in the following manner:
•
•
•
•
The Plan is given a new version number following the annual review and update
cycle, or following any necessary interim update. The number given at that time is
a full number, e.g., 1.0, 2.0 etc.
Any changes made to the Plan on an interim cycle are given a fractional number,
e.g., 1.1 or 1.2, etc.
All changes will be noted in the “Changes to the Plan” Chart listed as an appendix
to the Plan
The footers of all revised pages are edited to indicate that the plan has been
revised and will include the date of the revision.
Page 24 of 28
5 Attachments
5.1 Maps of Alabama Emergency Communication Districts Alabama Statewide 9-1-1 Board - Version 1.0
Page 25 of 28
Page 26 of 28
Inset Map of Jefferson County
Hanceville PD
Blount County 9-1-1
Walker County 9-1-1
Inset Map
01115
Gardendale PD
Graysville PD & FD
Adamsville PD
Tarrant City PD & FD
Jefferson County 9-1-1
Leeds PD
Birmingham PD Irondale PD
Pleasant Grove PD
Homewood PD & FD
Midfield PD
Hueytown PD
Bessemer City PD Hoover PD
Pelham PD
Shelby County 9-1-1
Bibb County 9-1-1
Page 27 of 28
5.2 Changes to the Plan Section Page Paragraph Original Plan
Changes in Plan
Page 28 of 28

Alabama Statewide 9-1-1 Plan - Alabama 9-1

Transcription

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