Central MN Executive Committee St. Cloud City Hall CR1, 400 2nd Street South

St. Cloud, MN

Wednesday, July 25, 2018 – 11:00 AM

Conference Bridge 1(800) 430-1833 Access 2557200#

Agenda 1. Call to Order

2. Roll Call

3. Communications

4. Revisions and Approval of Agenda

5. Approval of Minutes from June 13, 2018 (P1-4)

6.

General Discussion:

7. Regional Concerns

a. Committee Attendance (Update)

b. Website (Update)

c. Grant Application (Update) (P5)

d. Saint Cloud IV&D Project (Update)

e. SECB Strategic Plan Review (P6-16)

f. 2019 Budget (P17-20)

8. Upcoming Meetings

a. August 22, 2018 – After Final Adoption Review Meeting

b. September 26, 2018

9. Adjournment

1

Central MN Executive Committee Meeting

St. Cloud City Hall CR#1, 400 2nd ST S, St. Cloud, MN

June 13, 2018 – 11:00 AM

MEMBERS/ALTERNATES PRESENT:

1. Jim McMahon – ESB Chair

2. Jeff Jelinski – ESB Vice Chair

3. Micah Myers – RAC Chair

4. Kristen Lahr – O&O Chair

5. Brandon Larson – O&O Vice Chair

6. Paul McIntyre – Users Chair (via phone)

7. Victoria Ingram – EMAC Vice Chair

GUESTS PRESENT:

1. Nancy Schulzetenberg – BerganKDV

CALL TO ORDER:

The meeting was called to order by ESB Chair Jim McMahon at 11:01 a.m.

INTRODUCTIONS:

Introductions were conducted.

COMMUNICATIONS:

None.

APPROVAL OF AGENDA:

Larson added 2 items: (1) Discussion of regional representative for the next ECN Conference under

General Discussion letter I; (2) Discussion surrounding the website abilities to send out notifications

and discussion surrounding MNDOT system notices under General Discussion Website # 7B. Myers

added under grant application RAC took action and was going to be presenting to the board based on

infrastructure numbers we had on Friday. Myers received two more requests for infrastructure that he

would like to add into the grant application for Sartell and St. Cloud schools under #7C. Myers made

a motion to approve the agenda. Ingram seconded, motion carried.

APPROVAL OF MINUTES:

Vice Chair Jelinski made a motion to approve the minutes from March 28, 2018. Larson seconded,

motion carried.

AUDIT – Presentation to Full Board 6/13/2018:

Representative from BerganKDV put the highlights of the results of our audit in a handout. As your

auditors we issue several communications: (1) We give an opinion on your financial statements; (2)

Government Auditing Standards; (3) We issue a report on MN Legal Compliance; and (4) Required

Communication. Audit included examining on a test basis evidence supporting the amounts that are

in the financial statements and what we are issuing is an unmodified opinion. Government auditing

standards report, because of some of the federal and state funding that you receive we are required to

take a closer look at your internal controls, based on that we had no findings this year. Because you

are working with the City of St. Cloud that allows for the appropriate segregation of accounting

duties. Report on MN Legal compliance, Office of the State Auditor on an annual basis gives us a

checklist for 7 broad categories. We completed that checklist for the board and had no findings.

Required communications letter is all standard boiler plate language in those pages.

2

AUDIT – Presentation to Full Board 6/13/2018:

Financial chart is a statement that shows changes in your fund balance for the year then also

compares that to the budget the board approved. $450,000 in revenues that was over budget by about

$227,000. That is because it is standard practice by your board to only include member contributions

in your budget. Variance in intergovernmental was the total of your state and federal grants.

Expenditures of $387,000. Increase of $63,000 for the year ending at just under $106,000 in your

fund balance as of the end of December.

GENERAL DISCUSSION:

Regional Concerns

A. Committee Attendance

Myers reported we have no one out of compliance. Lahr noted she received a request for an

addition to the O&O/Users agenda to discuss potential of moving that meeting to coincide

with the RAC. This request comes up from a random different entity about once a year.

B. Website

Myers reported Shari has been working with CivicPlus. At the ECN Conference the

committee minus one have voted to increase our storage which is going to bump our cost up

by $1,200 ($200/region). We are doing some clean-up. Our plan is to make in our final

request to add that additional storage.

1. Discussion surrounding the website abilities to send out notifications and discussion

surrounding MNDOT system notices

Larson reported in some of the other committee meetings we have been having

discussions surrounding the capabilities of our website push out notifications. Larson

intends on utilizing Newsflash to send on the Logger side for potential system

maintenance. We have discussed it more heavily when the current list serve was

having some issues.

We have this capability that is already built-into the website, and a few months ago

John Anderson from MnDOT notified the state members that the state’s list serve was

deleted. Larson wanted to discuss whether or not that Newsflash option is something

that we want to offer up to MnDOT to be able to utilize for sending out their daily

notices and system maintenance. Jelinski asked is there an added cost? Myers replied

there is no added cost and the functionality is there, Myers recommendation coming

from the RAC is to approve it. Jelinski asked is there a storage issue? Larson

explained if we wanted to we could offer them storage space for their Excel

documents, otherwise they would have to identify their own storage space to provide

that weblink. McMahon stated if they start to use something would they not want

more and more; and with the storage if we are asking now to have everybody increase

their fees to pay for extra storage unless you want to make them a paying partner?

Myers replied on the reports he sends out is information that all the regions would be

consuming, so it is beneficial for us to have it. The central repository makes sense

instead of clouding up their emails with it. Excel spreadsheets are not very big. Myers

explained this helps the state and it helps our partners and it is beneficial to all the

members in the region. If it gets to the point that we have to charge them we will

charge them. McMahon asked if it needs to go to the board. Myers responded if it

would cost them something and if it requires a contract to sign then it comes to them.

McMahon asked if Larson would be the lead on this. McMahon instructed if there are

problems bring it back up before this committee.

3

GENERAL DISCUSSION: (Continued)

C. Grant Application

In the packet on page #12-13 is what was approved by the RAC. We had three GIS mapping

projects and regional training. Infrastructure: An outdoor BDA for Big Stone; Grant County

held over they will have one for their school in 2019; Stevens County was looking at the 20

EMS radios; City of St. Cloud waiting for the quote, Micah got that quote after the meeting.

We are only going to do one training on there. Yesterday, the grants workgroup went through

the hierarchy. We did change the hierarchy. GIS will still be the number one priority. They

are going to be making some changes to the GIS requirements, but it is not going to impact

any of the projects that we have out there. Training got moved up. Training will be included

again in this round of the SECB so each region will get $25,000. ARMER integration costs

went down to priority 3. Priority 4 will be other non-ARMER interoperability infrastructure.

Grant application is due July 6. Review of the applications will be July 16th then the

recommendations will be forwarded on to Finance Committee and SECB.

The numbers for the SHSP grant 2018 payable 2019 is $175,000 for the state on the

communications side which is already going to be earmarked for the 7 regions towards

training, so there will not be any equipment when we do our 2019 application. Myers would

like this group to make a recommendation to add the numbers from the Sartell BDA project

just short of $39,000 and for St. Cloud schools it is just over $47,000. We are looking at

adding an additional $87,000 to our grant total. That gives us a total of $290,000 in our grant

application. RAC is making a recommendation. The items that Myers is asking for with

Sartell and St. Cloud came after the RAC’s meeting was done. Sartell had already been in

project budget. We were waiting for St. Cloud to get numbers in. Board needs to include the

addition of St. Cloud and Sartell. Myers made a motion that we make the recommendation to

the board to add these two projects to our grant application that the RAC approved on

Friday. Kristen Lahr seconded. Motion carried.

D. Saint Cloud IV&D Project

Larson reported we attended last month’s Steering Committee. Larson delivered his report

including what we have discussed how there is a loss of voice traffic upon a radio receiving

an over-the-air programming update. Chair Glaccum was very concerned and asked that

Larson work with Jim Stromberg to discuss with Motorola on getting this fixed. Yesterday,

Larson received an official email from the project team with Motorola saying that what we

are experiencing works as designed. Larson has asked a clarifying question. Larson is going

to try to continue to express displeasure to the sales side of Motorola to hopefully see if that

can pressure engineering to make some adjustments. Larson has made it very clear to all the

Motorola people that he talks to that it is all eyes on this pilot project.

E. MN Public Safety Communications Conference – Registration begins March 15

They are slow coming, but they are waiting for proof of payment.

F. GENESIS Contract

In the packet is the current maintenance agreement. Myers would like to recommend to the

board so we do not have to do this every year. This is an operational cost for $2,600. We

have included in our budget request for next year. Myers asked as long as we put it in our

budget and it does not exceed a set dollar amount can we just pay the bill? Lahr has that

included in her agenda item. There was discussion on the maintenance changing again. Lahr

explained how the State of MN manages the maintenance agreement for GENESIS. Myers

stated last year we paid $2,500. Myers suggested if it does not go over 20-25%. McMahon

agreed 20% is fine, but also a caveat that we keep it under observation.

4

GENERAL DISCUSSION: (Continued)

G. ECN Federal Partners Study

Today they are going to be going through a final review of this at Steering Committee. This

is a statement of work that was tasked with Rey Freeman Consulting. The findings are in the

packet for Steering today. Myers explained there is not a lot we can do from the region, but

going through and making sure it aligns with what the SECB’s objectives were for the report.

There was discussion on the report and federal partners using the system.

H. 2019 Budget

Myers explained the number is down from last year. We have made some changes and also

the fact that we are losing one of the bigger members, but they are still going to participate in

the regional logger. Everyone’s costs went down ~$2,000 an entity. We can go two budgeting

cycles if we did not get grant funding for training and still be able to pull from reserves. We

have the regional asset of the analyzer which we cannot extend maintenance on it which if we

continue to use it we will have to come up with some funding. If we keep this line we will

still be able to add to our reserve that we can address that issue when we are doing our 2019

budget for 2020. Myers explained the break-down of the $105,000. Myers would make the

recommendation that the board makes the request for next year’s financial statements that it

shows the assigned funds: STR, Logger and to the full board’s reserve. Once the board

makes that recommendation then the accounting folks will set up the funds inside of the

board.

I. Regional Representative for the next ECN Conference

Stromberg said they are working on planning for next year’s conference, contracts to get the

space reserved, etc. They had an issue with delegating responsibilities for this conference.

Jim would like to see each region have responsibilities for something of the conference.

Larson asked do we have to have officially assigned people? Lahr said we likely would have

to, because it sounds like they would like to have assignments during the process of planning

to have tasks assigned to each of the respective regions. Conference Advisory Group (CAG)

would assign and determine what tasks they need and who would do them. Myers stated for

instance they are asking for room monitors, content for the proposals, finding speakers or

making recommendations, soliciting from your region what is it that you want at your

conference, more on the logistics side, coordinating bringing in equipment displays or getting

additional vendors. Larson would not mind getting involved, but does not know that he has to

be the representative. Lahr said we can bring it up at next week’s meeting to reach out to

additional people in the region. Myers asked Larson to reach out to Stromberg to put this as a

topic for discussion at the Regional Quarterly.

NEXT MEETING:

The next meeting will be July 25, 2018 at St. Cloud City Hall Conference Room #1.

ADJORNMENT:

Chair McMahon made the executive motion to adjourn the meeting and the motion was carried

unanimously at 12:05 p.m.

Minutes by Shari Gieseke.

SECB Grant Application 2018-2019

Total Total Project Project Funding County/Location Item Description Budgeted Cost Award Eligible Start Date StatusTraverse

GIS Mapping $22,525 $22,525.00 ApplicationWilkin

GIS Mapping $26,880 $26,880.00 ApplicationBig Stone County

CRAE - Ortonville $23,306.13 $11,653.07 ApplicationStevens County

20 - EMS Radios $85,485 $42,742.50 Application City of Saint Cloud

St. Cloud School BDA $38,661.72 $19,330.86 ApplicationStearns County

Sartell School BDA $47,265.39 $23,632.70 ApplicationCMNESB Regional Training

Training $25,000 $25,000.00 Application

$269,123 $171,764

$269,123 $171,764

Subtotal

TOTALS

2019-21 SECB STRATEGIC PLAN –

DRAFT

2019-21 STRATEGIC PLAN EMERGENCY COMMUNICATION NETWORKS

INTRODUCTION Noted below are definitions used to identify a Goal, Strategy or Tactic, as well as details of acronyms.

o GOAL: The end you hope to accomplish in a given period of time

o STRATEGY: The broad approach you will pursue to achieve the goal

o TACTIC(S): The specific action steps you will take to implement the strategy

ALI Automatic Location Identifier

ARMER Allied Radio Matrix for Emergency Response (Minnesota’s LMR System)

CAD Computer Aided Dispatch

COMU Communications Unit

CPE Customer Premise Equipment

CPEaaS CPE as a Service

DBH Device-based Hybrid

EAS Emergency Alert System

ECN Minnesota Department of Public Safety, Emergency Communication Networks

ECRF/LVF Emergency Call Routing Function/Location Validation Function

ESInet Emergency Services IP Network

GIS Geospatial Information System

HSIN Homeland Security Information Network

i3 FE i3 Functional Elements

ICS Incident Command System

IPAWS Integrated Public Alert and Warning System

ISSI Integrated Sub-System Interface

LDB Location Database

LEP Limited English Proficiency

LMR Land Mobile Radio

LNG Legacy Network Gateway

LSR Legacy Selective Router

LTE Long Term Evolution

MLTS Multi-line telephone system

MnDOT Minnesota Department of Transportation

MSAG Master Street Address Guide

N-DEx National Data Exchange – FBI Tool for exchanging data

NENA National Emergency Number Association

NGCS Next Generation Core Services

NPSTC National Public Safety Telecommunications Council

OSP Originating Service Provider

PS/ALI Private Switch/Automatic Location Identifier

PSAP Public Safety Answering Point

QPP Quality of Service Priority and Preemption

RFP Request for proposal

RIC Regional Interoperability Coordinator

SAFECOM Not an acronym

SECB Statewide Emergency Communications Board

SIP Session Initiated Protocol

SLIGP State and Local Implementation Grant Program

SOP Standard Operating Procedure

WEA Wireless Emergency Alerts

ECN AND SECB GOALS AND OUTCOME MEASURES

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Goal 1: Evaluate technology to provide optimal systems to secure paramount public safety solutions for Minnesota citizens, visitors and emergency responders.

Next Generation 911 NG911 Strategy: Create statewide geographical information system (GIS) geospatial datasets to support location based

routing for all current technology devices to 9-1-1 that will enable first responders to locate a caller with

more speed and accuracy.

Tactics: Initiate and complete GIS-based MSAG trial with current NG9-1-1 vendor Q1 2019

Complete the construction of statewide PSAP polygons to be used for call

routing Q1 2019

Complete construction of aggregated statewide geospatial datasets Q1 2019

Develop ongoing data maintenance processes

o Implement data maintenance Q1 2019

Ongoing

Reach point of fully validated statewide geospatial datasets (98% accuracy)

Q4 2019

Have GIS data ready for i3 elements Emergency Call Routing Function/Location Validation Function (ECRF/LVF) implementation

Q4 2021

Develop plan for Location Database (LDB) implementation o Maintain interoperability for carriers utilizing legacy data

processing

Q4 2021

Allow access to shared data as appropriate

o Complete statewide 9-1-1 Data Viewer

Ongoing Q1 2019

NG911 Strategy: ECN to migrate OSPs from LSRs to LNGs or NENA defined i3-compliant SIP connection to the MN

ESInet. Decommission LSR’s once migration is complete. (Phase 4)

Tactics: Resize carrier network to ensure optimum number of trunks into the 9-

1-1 network Q2 2019

Complete due diligence process to determine OSP interconnection and ESInet ingress options

Q2 2019

Complete, negotiate, and award RFP for OSP interconnection Q4 2020

Prepare RFP for NGCS (revise previous NG911 contract strategy to include this)

o Initiate development RFP content creation

Q4 2021

Q1 2019

Perform outreach and education to local and national carriers regarding OSP interconnection

Ongoing

ECN AND SECB GOALS AND OUTCOME MEASURES

Page 3 of 10

NG911 Strategy: Upgrade network to PSAPs that meets the newly developed NENA ESInet design guidelines.

Tactics:

Complete due diligence process to compare existing network against the NENA ESInet design guidelines

Q1 2019

Complete and report on a trial of a network configuration that adheres to NENA’s ESInet design guidelines

Q2 2019

Work with vendors to identify and communicate minimum network requirements for hardware and software at the PSAP to support i3 elements

Q4 2019

Investigate network requirements necessary to support workload sharing and continuation of operations

Q2 2020

Include cybersecurity initiatives and goals during network implementations

Ongoing

NG911 Strategy: Implement handset-based or device-based hybrid (DBH) coordinating routing for wireless calls.

Tactics:

Define and trial required solutions that will deliver improved location information to be transmitted to the PSAP

Q2 2019

Trial methods of coordinate-based (handset, tower, or DBH) routing with carriers and 3rd party entities

Q4 2019

Evaluate trial results to identify “best” available technology that can be used for location based routing

Q1 2020

Work with Tier 1 carriers to “turn on” best available location technology Q3 2020

Continue to support and enhance wireless call routing processes until initiatives under this strategy are met

Ongoing

NG911 Strategy: ECN to implement or encourage shared-services such as CPEaaS or shared CAD systems/integrations

on a statewide level.

Tactics:

Perform cost study on a statewide platform for sharing CAD data Q3 2019 Prioritize grant funding for projects that emphasize shared

technologies and/or cross-vendor interoperable solutions Ongoing

ECN AND SECB GOALS AND OUTCOME MEASURES

Page 4 of 10

ARMER ARMER Strategy: MnDOT, ECN, and SECB to evaluate ARMER software updates for value and decide whether to

update ARMER as updates are released and details and costs are fully disclosed by the manufacturer.

Tactics:

Identify and review benefits of software update packages offered beyond v-7.19

Q1 2019

Identify costs associated with each software package and determine if the value is in line with the cost. Establish value proposition by requiring itemized pricing from vendors and comparing prices with other states and systems.

Q1 2019

Determine if funding is available for each software package beyond v-7.19

Q1 2019

Evaluate the value of adding a data component to the ARMER LMR network

Ongoing

ARMER Strategy: Promote the physical- and cyber-security for the ARMER system. Tactics:

Create a workgroup and charge it with identifying opportunities and a work plan for improving cyber- and physical security of ARMER.

Q4 2020

Develop timeline and procedure for refreshing ARMER encryption keys

Q4 2020

Ensure that all new features to technologies go through full governance reviews

Ongoing

ARMER Strategy: Update ARMER standards.

Tactics: Update “ARMER standards” as “SECB standards” and establish

methodology for integrating non-ARMER standards Q2 2019

Identify ARMER standards that overlap or contradict and correct Ongoing

ARMER Strategy: LMR Resources Best Practices. Tactics: Update LMR Best Practices to emphasize best talkgroup or

conventional channel selections for the event Q4 2019

Review existing Best Practices regarding to identify strengths and weaknesses of existing guides

Ongoing

Educate on updated Best Practices Ongoing

ECN AND SECB GOALS AND OUTCOME MEASURES

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Wireless Broadband WBB Strategy: Ensure the needs of the wireless broadband system, according to the Minnesota Needs Assessment

Report, to guarantee access and interoperability in high demand situations regardless of carrier.

Tactics Create Wireless Broadband User Group Q1 2019

ECN and Steering committee to create membership for boards and

subcommittees for tribal representation Q2 2019

Evaluate a basic toolbox of applications to encourage application

interoperability across borders (mutual aid) Q2 2019

Administration of SLIGP 2.0 grant Q1 2020

Evaluate tools for drive testing to have a better understanding of wireless

coverage in the state including a long term plan for robust coverage

evaluation

Q2 2020

Advocate for MN’s requirements that were filed with the FirstNet Authority

including accurate coverage and capacity maps Q2 2021

Preemption Testing Ongoing

Continue consultation with the FirstNet Responder Network Authority Ongoing

Engagement of tribal public safety and leadership Ongoing

Advocate for MN stakeholders Ongoing

ECN AND SECB GOALS AND OUTCOME MEASURES

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IPAWS IPAWS Strategy:

Promote statewide deployment and adoption of IPAWS to facilitate communication to the public when

the need arises. This alerting system uses locally issued Wireless Emergency Alerts (WEA) and

Emergency Alert System (EAS) messaging in situations requiring those in harm’s way to take protective

action, such as an active shooter scenario, train derailment or nuclear power plant incident.

Tactics: Outreach

Develop and promote shared Regional Alerting partnerships Ongoing

Promote Best Practices Guidance, expand on what constitutes IPAWS

alerts and when they should be sent or should it be a community

notification through presentations and workshops?

Q3 2019

Tactics: Training

Determine what continuing education training should be done to keep

current with national system operation changes Ongoing

Develop universal SOP template for local jurisdiction adoption Q3 2019

Staffing and Training Standards for shared usage Q2 2019

Template building and testing guidance Q3 2020

Tactics: Technical Assistance

Develop Standards for Multi-language Alerts, including templates for

messaging jurisdictions with over 5% LEP (Limited English Population) Q3 2020

Develop standards to review all broadcast alerts, intentional or unintentional, for appropriateness (of code used)

o Provide corrective action as needed o Provide feedback to alerting authority o Provide event summary to EAS participants

Q1 2019

Further develop planning and guidance to implement changes in the

Wireless Emergency Alert (WEA) and Emergency Alert Systems Q2 2019

Tactics: Funding

Continue to fund IPAWS as part of the 911 allotment for mass

notification systems for all recognized PSAPs Ongoing

ECN AND SECB GOALS AND OUTCOME MEASURES

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Interoperability INTEROP Strategy: Establish methodology for the interoperability between differing public safety communication platforms.

Tactics:

Establish guidelines for interoperability between ARMER and LTE networks Q2 2021

Evaluate value of ISSI as a potential statewide resource Q4 2019

Establish guidelines for data interfaces between public safety agencies Q2 2021

Establish on-going relationships with fusion centers and other public safety

data warehouses to understand shared needs Ongoing

Evaluate feasibility of statewide CAD interoperability Q3 2019

Develop IPAWS tools for ICS leadership to include job aides and

evaluation guidelines Q2 2019

Explore the value of a set of applications used statewide providing a

common platform for key interoperability data needs Q2 2019

Explore existing government tools and applications to understand barriers

preventing their use, for example N-DEx, HSIN Q4 2019

Explore tools and applications that are being marketed for public safety use

to determine long term viability Ongoing

Continue to engage workgroups and subcommittees to further

conversations such as standards, grants and training Ongoing

INTEROP Strategy: Support the development of interoperable technical and/or operational plans, particularly for counties

bordering another state or province or for those using disparate systems.

Tactics: Determine future of Motobridge interoperability tool and identify steps to

advance along that path. Q4 2019

Work with border states to expand “edge match” geospatial dataset to

improve call routing and enhanced mapping for location identification Q4 2021

Work with border states to allow IPAWS alerting across state borders Ongoing

Meet with border counties to evaluate current technical capability, awareness of capability, and current interoperability plans.

Ongoing

Where technology exists and planning or awareness lacks, assist in the

development of interoperable plans to support LMR interoperability. Ongoing

Work with border states to allow 911 call/text transfer with ALI data

between disparate networks Ongoing

ECN AND SECB GOALS AND OUTCOME MEASURES

Page 8 of 10

INTEROP Strategy: Support Federal interoperability initiatives through participation in Federal Programs

Tactics: Participate in Federal committees and workgroups, including but not limited

to:

o National Public Safety Telecommunications Council (NPSTC)

o FirstNet Authority

o National Council of Statewide Interoperability Coordinators

(NCSWIC)

o SAFECOM

o FEMA Regional Emergency Communication Coordination

Working Group (RECCWG)

o Communications Security, Reliability and Interoperability

Council (CSRIC)

o National 9-1-1 Program

Ongoing

INTEROP Strategy: Provide support for technology and personnel through the Communications Unit and Strategic

Technology Reserve programs.

Tactics:

Identify funding needs and sources for upgrading or replacing existing

Strategic Technology Reserve LMR technologies Q4 2019

Explore viability of establishing a wireless broadband cache into Strategic

Technology Reserve Q4 2019

Establish training and exercising expectations for Strategic Technology

Reserve equipment Q4 2019

Develop ongoing maintenance and replacement schedules for Strategic

Technology Reserve equipment Q4 2020

Provide support for Communications Unit program through education of

COMU personnel Ongoing

Maintain awareness of Federal COMU guidance and strive to keep

Minnesota’s COMU program on leading edge Ongoing

Support exercising opportunities for COMU personnel Ongoing

ECN AND SECB GOALS AND OUTCOME MEASURES

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Goal 2: Ensure adequate resources at the state and local levels of government to support current and emerging public safety communication technologies.

Strategy: Communicate to PSAPs minimum technical requirements for CPE and CAD to support i3 FE.

Tactics:

Introduce minimum 9-1-1 technology standards for PSAPs via NG911

Committee Q3 2020

Perform outreach to each region in order to communicate standards and

provide feedback to PSAPs. Q4 2021

Strategy: Evaluate funding alternatives to maintain a public safety communications platform.

Tactics: Explore options such as user fees, prioritization, shared technology and

other alternatives Q3 2019

Establish value proposition by requiring itemized pricing from vendors and

comparing prices with other states and systems Ongoing

ECN AND SECB GOALS AND OUTCOME MEASURES

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Goal 3: Ensure all stakeholders understand public safety communications and its critical role in all aspects of public safety.

Strategy: ECN to provide increased outreach and education for enterprise/Multi-Line Telephone System (MLTS)

solution providers and system owners to properly integrate with 9-1-1

Tactics: Create one-page info sheet about Private Switch/Automatic Location

Information (PS/ALI) services that PSAPs can use when working with

MLTS solution providers and owners

Q1 2019

Strategy: ECN and SECB members to educate decision-makers about the criticality of public safety

communication systems and changes necessitated by changing technology behaviors of

consumers

Tactics: Maintain ECN and SECB websites Ongoing

Educate public safety partners on the role of the SECB, Regional

Emergency Communication Boards/Emergency Services Boards and ECN Ongoing

Support the Regional Interoperability Coordinator (RIC) program Ongoing

Strategy: Define guidelines and recommendations for wireless broadband that are in alignment with pertinent

federal, state and local goals.

Tactics: Create workgroups to develop recommendations and guidelines for

wireless broadband Q2 2019

Develop wireless broadband recommendations and guidelines for Identity Credentialing and Access Management (ICAM), Quality of Service Priority and Preemption (QPP), LTE Talkgroups, Criminal Justice data sharing on FirstNet and other wireless broadband requirements

Q2 2019

Further develop roles between agencies, carriers and ECN Q2 2019

Strategy: Provide training opportunities to system users to ensure first-rate performance on new or infrequently

used technologies.

Tactics: ECN and Alexandria Technical College to review, update, and expand

training materials Ongoing

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MEMORANDUM

To: Central Minnesota Emergency Services Board

From: Micah Myers, Regional Advisory Committee Chairperson

Date: 7/20/2018

Re: Final 2019 Budget

Recommendation:

Attached is the Central MN Emergency Services Board (CMNESB) final, 2019 budget covering the

administrative expenses anticipated to support the Central Minnesota Emergency Services Board. The

total amount of the recommended 2019 budget is $188,900.00. The Board approved the distribution of the

2019 administrative budget expenses to the parties to the agreement through a composite formula. The

recommended formula provides for 50% of the costs be divided equally (base), 25% of the costs to be

allocated based on population and the remaining 25% to be based on the number of radios in use

(minimum of 150). A spreadsheet depicting this distribution model is attached. An Additional amount of

$65,200.00 was included to the 2019 budget to cover the cost of System Admin services. This amount

will be distributed equally between the parties. An additional $78,900.00 is included in the budget; this

amount will be shared by those entities participating in the Regional Logger Project. An amount of

$18,000.00 was included in the base 2019 budget to cover the cost of additional professional services.

Background:

The Joint Powers Agreement creating the Emergency Services Board requires the Board to approve

and submit to the parties a final budget by July 30th of each year. It requires the parties to approve or

reject the proposed budget prior to August 15th of each year. If any of the parties to the JPA fails to

take action on the proposed budget by August 15th and there are no applicable Capital costs

associated with their action, the agreement provides that they are assumed to have approved the

budget.

This final budget, approved for calendar year 2019 provides only for administrative expenses.

Administrative expenses account for all expenses associated with the administration of the Board

and its committees. It is the intent of the agreement that all administrative expenses be shared among

the parties in a fair and equitable manner reflective of the extent of participation in the Board and its

committees.

CENTRAL MINNESOTA EMERGENCY SERVICES BOARD

FINANCE (320) 650 - 3320

FAX (320) 650 - 3410

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The 2019 Board final administrative budget provides for total anticipated expenditures of

$188,900.00. The anticipated expenditures are listed on the attached budget worksheet. This

approved budget provides for the preparation of meeting materials, their distribution, the production

and distribution of meeting minutes, anticipated administrative expenses and required insurance

coverage. A modest amount is included to provide for preparation of meeting materials for each of

the three principal committees.

The Central Minnesota Emergency Services Board reviewed, discussed, and approved the following

budget distribution model.

A spreadsheet depicting the composite cost model and its impact on each member is attached.

• Half (50%) of the total administrative budget distributed equally between the parties.

• System Admin services will be distributed equally between the parties

• One quarter (25%) of the total administrative budget distributed between the parties based on the

2010 estimated population as listed on the US Census Bureau website.

• One quarter (25%) of the total administrative budget distributed between the parties based on the

number of radios in use. The Board agreed with the RAC provision that there be a minimum of

150 radios for each partner for this portion of the distribution.

The Board feels this model best meets the “fair and equitable distribution reflective of the extent of

participation.” requirement of the JPA.

Action Required- Approve

Approve the Final Board Budget.

Budget Base: 44,800.00$ System Admin 65,200.00 Logger 78,900.00 Professional Services -

188,900.00$

50% of Total of Base Equal Shares 25% of Total Total Regional 2018 Proposed

& Professional Servs Regional based on Radio Count Distribution Logger Costs 2019 Costs

Equal Shares Coordinator 2010 Number Distribution 2010 Census Distribution

City of St. Cloud 1,178.95 3,431.58 6,953 123.70 792 885.89 5,620.11 6,069.23 13,888.96 11,689.34

Benton County 1,178.95 3,431.58 38,451 684.06 294 328.85 5,623.44 7,525.35 5,623.44

Big Stone County 1,178.95 3,431.58 5,269 93.74 239 267.33 4,971.60 6,069.23 13,090.74 11,040.83

Douglas County 1,178.95 3,431.58 36,009 640.61 798 892.60 6,143.74 6,069.23 14,892.96 12,212.97

Grant County 1,178.95 3,431.58 6,018 107.06 297 332.21 5,049.80 6,069.23 13,210.38 11,119.03

Kandiyohi County 1,178.95 3,431.58 42,239 751.45 842 941.82 6,303.79 6,069.23 15,139.98 12,373.02

Meeker County 1,178.95 3,431.58 23,300 414.52 400 447.42 5,472.46 6,069.23 13,863.08 11,541.69

Mille Lacs County 1,178.95 3,431.58 26,097 464.27 605 676.72 5,751.52 6,069.23 14,290.08 11,820.75

Morrison County 1,178.95 3,431.58 33,198 590.60 528 590.59 5,791.72 7,779.67 5,791.72

Otter Tail County 1,178.95 3,431.58 57,303 1,019.44 965 1,079.40 6,709.36 6,069.23 15,765.60 12,778.59

Pope County 1,178.95 3,431.58 10,995 195.60 281 314.31 5,120.44 6,069.23 13,320.43 11,189.67

Sherburne County - - - - - - - 6,069.23 17,445.61 6,069.23

Stearns County 1,178.95 3,431.58 150,642 2,679.97 1,345 1,504.44 8,794.94 12,415.00 8,794.94

Stevens County 1,178.95 3,431.58 9,726 173.03 231 258.38 5,041.94 6,069.23 13,200.09 11,111.17

Swift County 1,178.95 3,431.58 9,783 174.04 319 356.82 5,141.39 6,776.82 5,141.39

Todd County 1,178.95 3,431.58 24,895 442.89 412 460.84 5,514.26 7,345.75 5,514.26

Traverse County 1,178.95 3,431.58 3,558 63.30 194 217.00 4,890.82 6,471.93 4,890.82

Wadena County 1,178.95 3,431.58 13,843 246.27 313 350.10 5,206.90 6,878.63 5,206.90

Wilkin County 1,178.95 3,431.58 6,576 116.99 120 134.23 4,861.74 6,069.23 6,348.75 10,930.97

Wright County 1,178.95 3,431.58 124,700 2,218.46 1,038 1,161.05 7,990.03 6,069.23 17,750.19 14,059.26

22,400.00 65,200.00 629,555 11,200.00 10,013.00 11,200.00 110,000.00 78,900.00 237,400.00 188,900.00

Regional Radio Board Operating ExpensesComposite Allocation Plan

25% of Total

based on Population

2017 2018 2019 2020Administrative Expenses

Meeting ExpensesOffice Supplies 1,100.00 20.00 1,500.00 Printing 4,800.00 - 4,800.00 Phone 1,800.00 800.00 2,000.00 Postage 400.00 20.00 400.00

8,100.00 840.00 8,700.00

MCIT 1,200.00 1,100.00 1,200.00 1,200.00 1,100.00 1,200.00

55,000.00 65,200.00 65,200.00 5,000.00 5,100.00 5,300.00 6,000.00 6,000.00 6,000.00 2,200.00

38,000.00 9,300.00 8,000.00 - - 2,400.00 2,400.00 2,400.00 3,000.00 3,000.00 3,000.00 2,600.00 2,600.00 2,600.00

18,000.00 18,000.00 18,000.00 140,200.00 111,600.00 102,500.00

48,000.00 48,000.00 48,000.00 500.00 500.00 500.00

2,700.00 2,800.00 2,800.00 14,300.00 14,300.00 14,300.00 65,500.00 65,600.00 65,600.00

Total: 215,000.00 179,140.00 178,000.00 -

Base Budget 43,900.00 36,640.00 44,800.00

Audit AnalyzerSTRTrainingWebsite Design

Logger Maintenance Total

Insurance Expense Total

Motorola SUA IIMotorola Monitoring

Administrative Expenses Total

Professional Services

Professional Services Total Logger Maintenance

Insurance Expense

GenesisMisc

Website Re-DesignWebsite Maintenance

NorthlandMnDOT

System Admin