d october 19, 2018

M E M O R A N D U M

TO: MAYOR AND CITY COUNCIL

FROM: ERIC KING

SUBJECT: WEEKLY REPORT

DATE: OCTOBER 19, 2018

Upcoming City Council meetings and other events

November 7, work session at 5:00 p.m., regular meeting at 7:00 p.m. at City Hall in the Council Chambers

November 21, No Meeting

December 5, work session at 5:00 p.m., regular meeting at 7:00 p.m. at City Hall in the Council Chambers

December 19, work session at 5:00 p.m., regular meeting at 7:00 p.m. at City Hall in the Council Chambers

Licensing Program Data Attached you’ll find an internal memo from Licensing Program Manager Lorelei Williams on the current licensing program data. In December Lorelei will be sending a more comprehensive report with status updates. Police Update The Call For Service summary the Police have received year to date is attached. The non-emergency calls are down and officer initiated calls are up again. The 911 emergency calls have stabilized at a manageable 2.2% increase. Quarterly Reporting from Plante Moran on LEAP Program Below is the regular status report for the end of the 3rd quarter. The two things that stood out to me were: (i) “Risks and Issues” on page 5 reporting one risk closed, and another reduced over the summer; and (ii) the forthcoming release of an RFP for replacement software for Muni Court administration. DAQ Maps Rick Allen from RL Allen Group, LLC sent the attached DAQ maps of sensor test results from the Bend area that show the testing locations and DAQ score range based on industry standards. Remember 3.0 – 3.3 is Public Standard (public agencies like public works etc.) and 3.4 or above meets or exceeds the Public Safety Standard (Fire and Police). Rick noted, “You will notice very few “white” dots with a number in them, those are the 3.0 to 3.3. All “green” or “green shaded” dots meet or exceed Public Safety standards. There are no red or orange dots on any map. You will notice out around Deschutes Jct., both portable tests, show the worst results, not bad just not as good. When I drive through there I used to lose my cell signal all the time, there is some dead spot out there we might need to review, but that is outside the City limits and the mobiles worked fine, portables were close to meeting the standard of 3.4.”

710 WALL STREET PO BOX 431

BEND, OR 97709 [541] 963-2118

TEL [541] 388-5519

FAX www.bendoregon.gov

BEDAB Update from Ben Hemson Here’s your weekly update while on a quick break during another great Bend Venture Conference, hats off to the folks at EDCO for all of their hard work. New BEDAB Appointees The two openings for three-year terms on BEDAB were filled at Wednesday’s Council meeting. Council appointed Lisa Goodman, Public Information Officer, St. Charles Health System and Brenda Spiers, CEO, Buzztag to three year terms. Jennifer Moore, Owner, JEM Raw Organics and Kara Tachikawa, Executive Director, Inspire Early Learning Centers were selected as first and second alternates respectively. BEDAB received 14 applications, which was a great turnout. I’ll be following up with those that weren’t selected to discuss other ways to get involved either with BEDAB or via other committees that have openings looming. BEDAB Check in with Council On Wednesday BEDAB Chair, Stephanie Senner, spoke with Council at the City Boards and Commissions quarterly check in. Stephane reviewed recent BEDAB efforts and upcoming initiatives but the majority of the update was to provide feedback on the City’s upcoming Community Survey, which hasn’t been performed since 2014. The feedback on the Community Survey was limited to themes rather than suggesting specific questions. Along with urging Council to keep many of the questions from prior surveys to gauge how the community is changing, these were the key themes laid out in Stephanie’s comments:

State of the workforce: o Are respondents currently employed and what is their employment situation

(i.e. large business, work from home, entrepreneur, etc.) o If unemployed or not working, are there barriers that keep the respondent

from participating in the workforce?

City’s role in Economic Development: o Is the city doing its part to prepare for Bend’s changing economy? Or what

role does the City play in developing the future economy? o Perceptions around the business friendliness of the City of Bend

Council will review the committee feedback at their next meeting and make suggestions for the survey firm, DHM, to incorporate into the effort which will be completed in early 2019. 14th Street Reopens The ribbon cutting for the 14th Street Reconstruction Project is today, ending an effort that took roughly six months and included three separate construction stages. While the project made it inconvenient for anyone trying to drive around in the area, it also caused some pain for businesses, especially during the first stage near the Simpson and 14th Roundabout. I know there are some folks on the commercial corridor who are really looking forward to things returning to normal.

The completion of 14th Street also closes out the slate of projects identified for construction via the $30 million 2011 General Obligation Bond. You can read a little more about the ribbon cutting and the GO Bond here. Urban Renewal Advisory Board Seeks Builder Rep. The Bend Urban Renewal Advisory Board has reopened their search for building stakeholders to serve on the committee that will spend the next couple of years working through an urban renewal feasibility study. If you know any builders with expertise in mixed use or multifamily development please point them in the direction of the application, available here. Applications will be accepted through 5 pm on October 31st. Attachments: Council Schedule 101818 Licensing Memo CFS Sumary 2018 PlanteMoran LEAP Status Report DAQ Drive Test Results Bend Area Bend drive testing report

https://www.bendoregon.gov/Home/Components/News/News/3163/29

https://www.bendoregon.gov/home/showdocument?id=39062

Print Date: 10/19/2018

Date City Council / BURA Schedule Agenda Material Due Dates

(Legal/Finance) Final

November 7 Work Session

Schedule Requests o Separate check for Parks' SDCs (Councilor

Campbell) o SDCs for transit (Councilor Campbell) o Childcare SDCs (Councilor Russell) o Parkway Access (Councilor Russell) o Census litigation (Councilor Boddie)

Community Survey 2018

Financial Update (45 minutes)

Septic to Sewer Regular Meeting

Two five-year Enterprise Zone applications (Lonza and Five Talent)

SEI Phase I Extension Post Evaluation Report

Empire Corridor Improvements - Progressive Design Build contract amendment

Empire Corridor Improvements - Owners Rep/ Construction Mgmt. Contract

Plante Moran contract amendment

SEAPAC appointments

Residential Meter Box Upgrade – Phase 8 contract

The Pines Sewer Lift Station Asset Transfer Agreement

Septic to Sewer direction for 12/5

Snow removal contracts BURA

Budget adjustment for BURA

November 21 No Meeting

December 5 Work Session

Schedule Requests

Downtown Parking permit fees and zones

Citywide Parking Study, restaurant analysis results

Juniper Ridge Follow-up

Septic to Sewer Regular Meeting

Mid-Year Budget Adjustments


Investment policy updates

Fiscal Policies

Update to the FTE schedule

Intent to Reimburse Resolution

Plastic Bag Ordinance

Approval of a construction contract for the Murphy Corridor Improvements Project

Pacific Power Franchise Agreement

Phase 2 Ameresco contract

Septic to Sewer

Duplex/triplex public hearing

CDBG Annual Action Plan amendments

Change of Use for a CDBG property

NSP Funds

Follow-up on Galveston

Approval of a revised local agency agreement with ODOT

Parking district change first reading

Declaration of the vote BURA

Committee appointments

December 19 Executive Session

CM Review Work Session

TID and Tumalo Creek Update Regular Meeting

Plastic Bag second reading

Neff & Purcell Design contract

Second reading Pacific Power Franchise Agreement

Second reading Duplex/triplex ordinance

North interceptor early work

BEDAB Strategic Plan

Parking district change second reading

Work Session future topics to be scheduled

Quarterly Council- Board/Commission check-ins (2nd meeting January, April, July, October)

Town Gown Committee Discussion (Jon)

Opportunity Zones

BURA scope of work for Feasibility Study (January)

Airport Master Plan kick off (2019)

Mural Sign Code (2019)

Community Survey Results (January 2019)

2019 Legislative Priorities to the Council agenda schedule- TBD

Regular Agenda future topics to be scheduled


Public hearing on vacation of Glenwood & Alden

DEQ loan amendment(s)

Gateway North Master Plan, Zone Change and TSP amendment PZ 16-0333

Franchise agreement with a new telecommunications provider

Approval of a CMGC exemption for the Solids Handling Improvement Project

INTERNAL MEMO

______________________________________________________________________

TO: ERIC KING, CITY MANAGER

FROM: LORELEI WILLIAMS, LICENSING PROGRAM MANAGER

DATE: 10/18/2018

RE: LICENSING PROGRAM DATA

A more comprehensive report will be provided to City Council through the City

Manager’s Memo in December of 2018 with status updates for the Licensing Program.

Provided in this memo is a high-level view of the current program data and news of

note. Current programs and their data located in the Licensing Program within the

Community Development Department (CDD) are as follows:

Program # issued in 2017 # issued & pending

in 2018 News of Note

Liquor License

Endorsements

Regular: 47

Special Event: 297

TCOs: 18

Regular: 40

Special Event: 307

TCOs: 3

Working with OLCC staff continually to

improve application processes,

communications and information online.

Noise Variance

Permits 39 20

Fewer complaints received in 2018 than

in previous years. Trending toward

fewer issuances, too.

Marijuana

Business

Operating

Licenses

Producers: 4

Wholesalers: 3

Processors: 4

Retailers: 18

Laboratories: 0

Producers: 11

Wholesalers: 8

Processors: 9

Retailers: 9

Laboratories: 2

Building Safety permitting continues to

be the highest hurdle for licensees.

Once permitted & licensed, businesses

maintain compliance.

2



Short Term

Rental

Operating

Permits &

Licenses

Whole House: 58

Room: 15

Infrequent: 2

Room &

Infrequent: 16

Whole House: 86

Room: 11

Infrequent: 1

Room & Infrequent: 14

Exempt: 60

Grandfathered whole-house

permits (transferable) lessen

each year with 34 becoming

void in 2018.

Whole-house rental activity

remains popular, but is spread

out due to the 250 ft. density

buffer.

Total whole house rental

licenses are at ~760 & other

uses are at ~90, including

exempted properties in 2018.

Excepting exempt properties,

there were ~574 short term

rentals in 2016, ~675 in 2017

and now the ~760.

City staff are conducting internal

audits of STR & TRT data as

well as budgeting for 3rd party

audit resources in 2019.

Sidewalk Café

Permits 34 39

No news to-date. Continuing to improve

compliance for businesses placing

seating on public right of way.

Sidewalk

Vendor

Permits

9 7

New locations have been added to the

program downtown and undesirable

locations have been removed for the

2019 program year.

Special Event

Permits 30 29

Coordination takes place regularly

between OMD, BPRD, County, DBBA

quarterly and event organizers twice

annually.

3



Vehicle for

Hire Operating

Licenses

4 12

Taxi companies to be audited with the

inception of new software. Currently

auditing TNCs (Uber & Lyft) annually

each fall.

Program information is available online at www.bendoregon.gov/licensing. Each

program process is illustrated through an infographic in order to educate the public on

what is required to obtain a license or permit and also provides general information

regarding the supporting Bend Code language and enforcement models. These

programs are currently being shepherded through the LEAP IIPA software and

business-process improvement project. The new licensing and permitting software, City

View, will be available to the public in middle to late 2019.

Program policy updates will be presented to City Council in late 2018 – early 2019 for

housekeeping purposes. These proposed changes will ensure that the programs will be

able to run successfully through the new software and business-process improvements

of City View. Any policy proposals by City staff beyond these housekeeping items will

be postponed until City View implementation has been completed, barring any

emergencies.

Licensing Program staff are also the Communications Liaisons for CDD and will be

assisting with community outreach and online education efforts throughout these

software and process changes. Please contact me with any questions, concerns or

requests for more information.

Sincerely,

Lorelei Williams, Licensing Program Manager

CDD | Development Services Division

[email protected] | (541) 323-8565

http://www.bendoregon.gov/licensing

mailto:[email protected]

8,989 , 11%

33,152 , 42%

37,131 , 47%

2018 CALLS FOR SERVICE YTD

BY SOURCE

E911

Non-Emergency

Officer Initiated

79,272

8,792

8,989

33,323

33,152

28,900

37,131

P REV YTD

YTD

CALLS YTD 2017 VS 2018 BY SOURCE

E911 Non-Emergency Officer Initiated

Data Included through: 10/18/2018

-

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000

10,000

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Total Calls by MonthTotal Calls by MonthTotal Calls by MonthTotal Calls by Month2016 2017 2018

15,340

17,161

23,320

14,936

6,762

1,753

All Calls YTD by Patrol District

1

2

3

4

5

Other

All data subject to change.

71,015

79,272 +2.2% -0.5% +28.5%

7

5

6

4

Downtown

Park

Non-Transient Transient

840 799

609 597

1,449 1,396

PREV YTD YTD

MENTAL HEALTH AND SUICIDAL SUBJECT

CALLS

AMI Suicidal -3.7%Percent Change:

1,163 ,

70%

503 ,

30%

2018 YTD Alarm Calls

Cleared False

Cleared Other

1,666 Total Alarm Calls YTD

EXCLUSIONS ISSUED 2015

STOLEN BICYCLE REPORTS

122 107

Previous YTD YTD

9

13

*Includes Bait Bike Arrests, Does not represent number of bicycles stolen YTD

POLICE OFFICER CIVIL HOLD REPORTS

146 207

Previous YTD YTD

41.8% -12.3%

-

50

100

150

200

250

300

350

400

450

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

VEHICLE ACCIDENTS AND HIT & RUNS BY MONTH AND YEAR

2016 2017 2018

**21 Bait Bike Reports

-3.4%VS PYTD:

-3.6%False Alarms VS PYTD:

-

2,000

4,000

6,000

8,000

10,000

12,000

14,000

Sunday Monday Tuesday Wednesday Thursday Friday Saturday

DISPATCHED CALLS YTD BY DAY OF WEEK

E911 Non-Emergency Officer Initiated Total Calls

2,3

99

8,3

01

9,2

38

6,8

36

5,5

86

8,8

10

8,6

72

5,6

94

9,6

00

2,7

72

1,1

26

1,9

61

2,9

57

10

,23

4

10

,56

0

7,2

50

5,7

63

9,0

11

9,1

19

6,0

54

10

,70

3

3,5

73

1,5

13

2,5

18

DISPATCHED CALLS BY CALL LENGTH

PYTD

YTD

DAYS MIDS NIGHTS

1963

15731376

1106845

570

914

2511

3779

41224280

45954820

5402

5733 5700

5082

3945

3321 3410

4075 4108

3470

2496

0

1000

2000

3000

4000

5000

6000

7000

0000 0100 0200 0300 0400 0500 0600 0700 0800 0900 1000 1100 1200 1300 1400 1500 1600 1700 1800 1900 2000 2100 2200 2300

DISPATCHED CALLS YTD BY HOUR OF DAY E911

Non-Emergency

Officer Initiated

Total Calls

LEAP Implementation Project Status Report

Reporting Period September 2018

Preparer Plante Moran

Page | 1 of 9

Project Description

This project provides an integrated enterprise system that will support city staff in the delivery of government services and activities, take advantage of best practices, and significantly improve the efficiency and effectiveness of the City’s customer service and business processes.

Key Project Contacts Status Summary

City of Bend Project Team

Overall Project Status

Project Sponsor Eric King Scope / Change Orders

Project Manager Denise Wallace Schedule / Project Timeline

Phase 1 Core Financials

Functional Lead

Brooks Slyter

Budget

Phase 2 Human Resource/Payroll Functional Lead

Shannon Williams Quality

Phase 2 Learning Management Functional Lead/Project Manager

Sandra Roberts Resource / Resource Availability

Phase 3 Extended Financials Functional Lead

Kris Trask

IIPA Functional Lead Rachel Ruppel Andrea Wickberg

Court Functional Lead Dori Oliveira

Content Management

Functional Lead/Project Manager

John Powell

Change Management Leads Kevin Riper

Jon Skidmore

Status Key

Tyler Project Team On target; progressing as planned

Regional Implementation Manager

Project Manager

Scott Parks

Tammy Little

Below target; impacting project, Project Management Office (PMO) mitigating

Off target; seriously impacting project, requires escalation beyond Project Management Office (PMO)

Kronos Project Team

Engagement Manager Martha Strittmater Status upgraded since last period

Project Manager / TeleStaff PM Ryan Austill Status same as last period

Workforce Project Manager Matt Williams Status downgraded since last period

CityView Project Team

Project Manager Sheila McQueen

Plante Moran Project Team

Engagement Manager Dennis Bagley

Project Manager Nicole Simpkinson

Court Lead Colleen Bevins




Page | 2 of 9

Project Dashboard

Status Project / Deliverable Planned Actual

Phase 1 - Core Financials

DED01 Project Kickoff 04/15/15 04/15/15

DED02 Implementation Management Plans 05/26/15 07/28/15

DED03 Project SharePoint Site 04/21/15 03/01/16

DED04 Project Plan / Schedule 01/29/16 03/01/16

DED05 COA Analysis and Spreadsheet 01/16/16 03/01/16

DED06 Business Process Design Recommendation Spreadsheet 08/19/15 01/08/16

DED07 Final Business Process Design Decisions TBD 01/08/16

DED08 Desktop Documents (drafts) 02/16/16 04/12/16

DED09 Decentralized Procedure Documents (finals) 02/16/16 10/14/16

DED10 Data Conversions Analysis and Crosswalks 12/28/15 Oct 20161

DED11 Data Conversion Files 02/29/16 10/26/16

DED12 Data Conversion Control and Error Reports 01/05/17 03/31/17

DED13 Customization / Interface Analysis and Specifications TBD N/A

DED14 Customizations and Interfaces TBD N/A

DED15 Static Environment Test Plan 08/28/15 08/28/15

DED19 Tyler Forms Kit2 12/14/15 05/18/16

DED20 Tyler Forms Proofs 03/17/16 Oct 20163

DED21 Tyler Forms Library Forms (finals) 10/29/16 10/26/16

DED22 Pre-live Checklist 10/17/16 10/31/16

DED23 Change Management Discovery Analysis 06/30/15 06/30/15

DED24 Change Management Plan and Strategy Presentation 06/30/15 06/30/15

DED25 Sustaining and Reinforcing Change N/A 08/30/16

DED26 Change Management Coach Training4 N/A N/A

DED27 Change Management After-Action Review4 N/A N/A

Go-Live 11/17/16 11/01/16

Phase 2 - Tyler Human Resources/Payroll

DED06 Business Process Design Recommendation Spreadsheet 01/22/16 02/23/16

DED07 Final Business Process Design Decisions 01/22/16 01/18/16

DED08 Desktop Documents (drafts) 08/01/16 04/12/16

DED09 Decentralized Procedure Documents (finals) 08/01/17 May 20185

DED10 Data Conversions Analysis and Crosswalks 04/15/17 May 20175

DED11 Data Conversion Files 05/01/17 May 20175

DED12 Data Conversion Control and Error Reports TBD May 20185

DED13 Customization / Interface Analysis and Specifications TBD 02/07/175

DED14 Customizations and Interfaces 12/16/16 02/07/175

DED15 Static Environment Test Plan 11/20/15 01/07/16

DED19 Tyler Forms Kit2 04/15/17 Nov 20175

DED20 Tyler Forms Proofs (for parallels) 05/01/17 Feb 20185

DED21 Tyler Forms Library Forms (finals) 10/11/17 05/25/18

DED22 Pre-live Checklist 10/11/17 10/12/17

1 Completed and approved without formal sign off prior to DED11.

2 DED numbers 16-18 skipped in the agreement.

3 Completed and approved without formal sign off prior to DED21.

4 Removed from the list of required deliverables.

5 Completed and approved without formal sign off.




Page | 3 of 9

Project Dashboard

Status Project / Deliverable Planned Actual

DED26 Change Management Coach Training4 N/A N/A

DED27 Change Management After-Action Review4 N/A N/A

Go-Live 05/25/18 05/25/18

Phase 2 - Kronos Time and Attendance

Project Kickoff 07/22/15 07/22/15

Workforce Solution Development Workshops Complete 09/09/16 09/09/16

TeleStaff Solution Design Workshops Complete 12/01/16 Dec 20165

Parallel Testing Complete 06/23/17 Feb 20185

Go-Live 05/25/18 05/25/18

Phase 2 - Learning Management

Project Kickoff Dec 2016 Dec 20165

Streets and Utilities (Public Works) Go-Live 04/03/17 04/03/17

City All Go-Live 04/14/17 04/14/17

Police Go-Live Oct 2017 Oct 20175

Phase 3 – Extended Financials

This phase has been cancelled.

Integrated Inspections and Permitting Application (IIPA) Implementation and Configuration6

RFP Release 07/15/15 08/21/15

Solution Selection Approved by City Manager 06/08/16 06/08/16

Recommended Contract Submitted to City Council for Consideration 12/07/16 12/21/16

Implementation Project Kickoff Feb 2018 Feb 2018

Go-Live (estimated) Summer 2019

Enterprise Asset Management (EAM) Assessment

Project Kickoff 12/05/16 12/05/16

Assessment Interviews 12/09/16 12/09/19

Draft Findings and Opportunities Summary 02/10/17 02/15/17

EAM Draft Assessment Report 02/23/17 02/23/17

EAM Awareness and Visioning Sessions 04/28/17 04/26/17

Implementation Strategy and Final Assessment Report 03/31/17 04/24/17

Court Management System Selection and Implementation

Final Specifications Aug 2018

RFP Release (estimated) Nov 2018

Solution Selection (estimated) Jan 2018

Project Kickoff (estimated) May 2018

Go-Live (estimated) TBD

Content Management

This project has been closed. 4 Removed from the list of required deliverables.

5 Completed and approved without formal sign off.

6 Other milestone activities and deliverables to be determined based on final detailed project plan.




Page | 4 of 9

General Period Update

Accomplishments This Month

• Continuing Phase 2 – Human Resources/Payroll 90-day post go-live update/reviews to solicit feedback, answer questions, and address concerns.

• Working with CityView to finalize detailed IIPA project scope and budget.

• Preparing request for proposals (RFP) for a court management system for publication, now scheduled for November 1, 2017.

Planned for Next Month

LEAP Program Items

• Continue discussion of existing ERP governance and support model.

Phase 1 – Core Financials (Tyler)

• None; this project is now closed.

Phase 2 – Human Resources/Payroll (Tyler/Kronos)

• Complete 90-day post go-live updates/reviews in October to solicit feedback, answer questions, and address concerns.

• Resolve open service issues with Kronos.

Phase 2 – Learning Management (TargetSolutions)


Phase 3 – Extended Financials


Integrated Inspections and Permitting Application (IIPA) Implementation and Configuration (CityView)

• Finalize detailed project scope and budget.

Enterprise Asset Management Assessment

• No activities planned.

Court Management System Selection and Implementation

• Publish RFP (estimated November 1, 2018).

Content Management


Change Management

• Continue reviewing change management activities regularly at EST meetings.




Page | 5 of 9

Risks and Issues

1. As the City begins to make policy and business process decisions, the extent of business process change and the impacts of that change are becoming more apparent.

This risk remains open, but was reduced in June 2018. The City’s project management team continues to actively track open issues in a centralized Issues, Actions, and Decision Log, and escalate issues to the Executive Steering Team (EST) regularly for decision or initial discussion as appropriate. . The EST approved the IIPA Change Management Plan prepared by the LEAP project’s Change Management Leads and project team. However, this plan encompasses the IIPA project only (not the full scope of the LEAP program). Additionally, some on the LEAP project team express concern regarding the capacity of those assigned key responsibilities to effectively perform these activities in addition to their LEAP duties as well as daily job responsibilities. The EST continues to review change management activities regularly at EST meetings.

2. The City has identified several functional issues with the Tyler Accounts Receivable/General Billing module that seem to represent a lack of compliance with Generally Accepted Accounting Principles (GAAP).

This risk remains open and continues to be escalated. The City identified several functional issues that do not appear to be in GAAP compliance, including: 1) the processing of loans and loan payments; 2) allocation of charge codes to multiple revenue accounts; 3) the processing deposits and prepaid amounts; and 4) the application of a deposit to a charge and booking to general ledger accounts. These issue were first raised by the City’s Project Management Office in January 2017. After a lack of adequate response from Tyler’s project team, this issue was escalated to the Executive Steering Team in March 2017. Tyler requested further clarification and examples of non-compliance on April 12, 2017, and the City provided that clarification on April 17. Tyler directed the City to submit these issues as an enhancement request. Since then, the City has logged more than 20 additional functional issues also related to the Tyler AR/GB module and submitted a formal discrepancy report to Tyler on July 7, 2017. On August 1, 2017 the City met with Tyler’s Project Manager, Regional Implementation Manager, and Vice President, ERP & School Division to review the 10 issues identified in this report. Tyler asserted that the AR/GB module functions as designed (originally for a limited functional scope in response to a single customer request). Tyler did identify a few issues as “bugs” that can be fixed; however, recommended its Utility Billing module to meet the loan functionality requirements of the City. The City conducted software demonstrations of Tyler’s Utility Billing module in July 2017. The City met a second time in December 2017 to conduct additional testing based on a future product release. The City met most recently with Tyler for a demonstration of its Utility Billing module in August 2018. Shortly following this demonstration, the City’s project manager communicated to Tyler’s project manager via email that the City requires additional time to review Tyler’s UB Assessment module as they were informed it would require a modification to meet GAAP and GASB requirements. The City has not yet received additional details regarding these modifications or a date for a more in depth demonstration. At this time, the City is continuing to evaluate options, including Tyler Utility Billing for loans billing, CityView for general billing, and other third party solutions. The City continues to wait to hear from Tyler regarding how it will meet requirements for the City.

3. Implementation staff report increasing resource constraints.

This risk remains open from December 2016, but was reduced in June 2018. Operational departments continue to report resource constraints. Competing project demands include Integrated Inspections and Permitting Application (IIPA) system implementation and Courts Management System selection and implementation, among others. In January, the LEAP Project Assistant also left the City. In April 2018 the City hired a new Project Assistant to fill the vacant position. In May 2018, the City Manager approved two Project Coordinator and additional backfill positions for the project. Postings for these two coordinator positions closed on September 6. The City received 20 applications and will begin




Page | 6 of 9

interviews in October. City Council approved several additional positions of limited-term equivalent (LTE) to support Community Development, Finance, and Information Technology.

4. The Executive Steering Team is reassessing its core purpose and operating principles.

Originally opened in February 2018, this risk is now closed. In interviews with Plante Moran as early as December 2017, Executive Steering Team (EST) members expressed differing opinions regarding the core purpose of the team. Some felt that the team should be working as an oversight body, focused on overall performance metrics as well as project scope, schedule, and budget. Others were comfortable with the EST working as an active decision-making body, focused on policy and process issues raised by the project management team (i.e., project sponsor, project manager, functional and technical leads, and change management leads). The City invited Plante Moran to facilitate a discussion on February 28 to refine or validate the core purpose and operating principles of the EST. Plante Moran presented the discussion notes and associated recommendations in early March 2018 and the EST tentatively agreed to updates to the LEAP project charter in July 2018. While it was originally anticipated that the EST would formally approve the changes in August 2018, the EST approved these changes on September 12.

5. While IT has an ERP support model in place, there is no formal staffing plan for transitioning business support for Human Resources (HR)/Payroll. The City lacks a formal post go live support plan for Human Resources/Payroll.

This risk remains open from March 2018, but was reduced in August 2018. Existing HR project staff members have a strong understanding of the HR/Payroll solutions. However, Tyler Munis, Kronos TeleStaff, and Kronos Timekeeper as well as Volunteer 2 (recently implemented to retire Police tools) all require significant business support. Since project staff members transitioned back to daily operations, they no longer have capacity to remain the primary point of support for these applications. The City transitioned someone from the City Manager’s Office to help support the HR/Payroll systems. While the project management team originally anticipated bringing this to the EST in August for formal closure, it is now expected to be presented for closure in October.




Page | 7 of 9

Functional Team Period Updates

Phase 1 Core Financials Functional Team Brooks Slyter

Tasks Completed This Period


Tasks Planned For This Period But Not Completed

• None.

Tasks Planned For Next Period

• None.

Phase 2 Human Resources/Payroll Functional Team Shannon Williams


• Continuing 90-day post go-live updates/reviews to solicit feedback, answer questions, and address concerns.

• Continuing to work with Kronos to resolve open service issues.


• None.


• Complete 90-day post go-live updates/reviews in October to solicit feedback, answer questions, and address concerns.

• Resolve open service issues with Kronos.

Phase 2 Learning Management Functional Team Sandra Roberts




• None.


• None.




Page | 8 of 9

Phase 3 Extended Financials Functional Team Kris Trask




• None.


• None.

Integrated Inspections and Permitting Functional Team Rachel Ruppel/Andrea Wickberg


• Working with CityView to finalize project scope and budget.


• Finalize detailed project scope and budget (in progress).

• Complete configuration for property integration, planning, and code enforcement (on hold pending finalized scope and budget).


• Finalize detailed project scope and budget.

Enterprise Asset Management Functional Team TBD


• None.


• None.


• None.




Page | 9 of 9

Court Functional Team Dori Oliveira


• Preparing request for proposals (RFP) for publication, now scheduled for November 1, 2017.


• Publish the RFP (in progress).


• Complete preparation of RFP for publication.

Content Management Functional Team John Powell




• None.


• None.

DAQ Testing Results - Bend AreaMobile Radio - Dispatch Team

0 1 2 3 4Miles

[10/17/2018

DAQ Score5.04.54.03.43.02.01.0City Limits

DAQ Testing Results - Bend AreaMobile Radio - Drive Team

0 1 2 3 4Miles

[10/17/2018


3.3

3.3

3.3

DAQ Testing Results - Bend AreaPortable Radio - Dispatch Team

0 1 2 3 4Miles

[10/17/2018


3.3

3.3

3.3

3.1

3.33.0

DAQ Testing Results - Bend AreaPortable Radio - Drive Team

0 1 2 3 4Miles

[10/17/2018


3929 184th Place SE Joe Blaschka, Jr., P.E.

Bothell, WA 98012-8827 Voice: 425●489●0125 Fax: 425●488●3952 E-mail: [email protected]

October 10, 2018

To: Sara Crosswhite, Interim Director Deschutes County 9-1-1

From: Joe Blaschka Jr, PE

Subject: City of Bend Drive Testing Results

Drive testing the Deschutes County 9-1-1 (DC911) 800 MHz trunked radio system to measure Delivered Audio Quality (DAQ) levels was performed by DC911, Bend Police Department, and Bend Fire Department personnel on October 3rd and 4th, 2018. This test covered the City of Bend area. The drive test procedure was defined in the ADCOMM supplied City of Bend Drive Testing Document.

The Drive Testing Document outlined the technical and operational parameters for the test. The test personnel based the test locations on a city of Bend map with the area divided up into equal squares. Test transmissions were made from locations in each square randomly chosen by the drive team.

At each location transmissions were made by the mobile team using a Motorola mobile radio, a Motorola portable radio, and a Harris portable radio. The test was done using standard Harvard sentences. The test personnel located at DC911 listened and evaluated each of the transmissions. Then the dispatch test staff made transmissions to the mobile unit and the mobile unit evaluated the transmissions. The transmissions were evaluated on a DAQ scale of 1 through 5.

The information was entered into forms in the field and was then transferred to a spreadsheet where the average value for each type of transmission, mobile and portable, was determined. The test was marked “Safety” to designate Public Safety Grade if the average value was 3.4 or above. The test was marked “Service” to designate Public Service Grade if the average value was 3.3 or below. Note the system was originally designed to provide a 3.0 or greater.

There were a total of 83 dispatch transmissions evaluated on the “mobile” radios receive side with 100% testing 3.4 DAQ or above. The transmissions received by the “portable” radios averaged 93.6% DAQ 3.4 or above. A total of 5 tests fell between the service grade and safety grade, 3 of those 5 tested at 3.3 DAQ, the others 3.0 DAQ and 3.1 DAQ respectively

There were a total of 83 “mobile” transmissions evaluated on the dispatch receive side with 100% testing at 3.4 DAQ or above. The transmissions received be the “portable” radios averaged 96.4% DAQ or above. A total of 3 tests fell between the service grade and safety grade, all 3 testing at 3.3 DAQ. It should be noted that the 3 scores of 3.3 DAQ were at the beginning of the testing process.

Coverage Test for Deschutes County (DC911) Page # of

Target DAQ 3.4

Base to Mobile Date

Mobile to Base

Team Mobile Receive ResultsFire Evaluator

Law Evaluator

Dispatch Evaluator

Transmit Side Received Signal Level

Service Area Test Tile Number Remarks DAQ - Disp DAQ - FD DAQ - PD MDAQ-Avg PDAQ - Avg

5.0 5.0 5.0 5.0

16 12 30 - FD 5.0 5.0 5.0 4.7

16 12 30 - PD 5.0 3.0 5.0

5.0 5.0 4.0 4.7

3.0 3.4 3.0 3.4

3.0 5.0 3.0

5.0 4.0 5.0 4.7

4.0 4.0 3.4 3.9

4.0 4.0 4.0

5.0 4.0 5.0 4.7

3.4 4.0 4.0 3.9

4.0 4.0 4.0

4.5 3.4 4.5 4.1

4.0 4.0 4.0 3.8

4.0 3.0 4.0

4.5 4.0 4.5 4.3

4.0 3.0 4.0 3.7

3.0 4.0 4.0

4.5 4.0 5.0 4.5

4.0 4.0 4.0 3.8

4.0 3.0 4.0

4.5 4.0 5.0 4.5

4.0 3.4 4.0 3.9

4.0 4.0 4.0

5.0 4.5 4.0 4.5

17 12 06 - FD 4.5 4.5 3.4 3.9

17 12 06 - PD 4.0 4.0 3.0

17 12 05 - DC911 4.0 4.0 4.0 4.0

17 12 05 - FD 3.4 4.0 4.0 3.7

17 12 05 - PD 4.0 3.0 4.0

16 12 32 - DC911 Check OID/Glacier View 3.0 4.5 4.5 4.0

16 12 32 - FD 2.0 4.0 4.0 3.0

16 12 32 - PD Mobile - cut in out 1.0 3.0 4.0

17 12 08 - DC911 4.5 4.0 4.0 4.2

17 12 08 - FD 4.0 5.0 4.5 4.3

17 12 08 - PD 4.0 4.0 4.0

17 12 17 - DC911 5.0 5.0 4.0 4.7

Safety

Service

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

16 12 26 - FD

16 12 26 - PD

16 12 30 - DC911 Clear

16 12 26 - DC911

Saf/Ser

Safety

Safety

40/1 - asked to repeat; port ok; FD port did not understand

Safety

Safety

Safety

Safety

Safety

Safety

Safety

16 12 27 - FD

16 12 27 - PD

16 12 28 - FD

16 12 28 - PD

16 12 29 - FD

16 12 28 - DC911

16 12 25 - DC911 McGrath/Morrill Bend SC/Powell/Pine

16 12 36 - DC911

16 12 27 - DC911

16 12 25 - FD

16 12 25 - PD

16 12 36 - FD

16 12 36 - PD

Safety

Safety

Safety

Safety

17 12 06 - DC911

16 12 31 - FD

16 12 31 - PD

Bonk on first try

did not receive first trans

Mobile - no anwer first try bonk

Repeat and bonk

Repeat

16 12 29 - DC911 Repeat

16 12 31 - DC911

16 12 29 - PD

Safety

Page 1 of 6

17 12 17 - FD 3.0 4.0 3.0 3.5

17 12 17 - PD 4.0 4.0 3.0

17 12 04 - DC911 4.5 4.0 3.4 4.0

17 12 04 - FD 4.5 5.0 2.4 3.8

17 12 04 - PD 4.0 4.0 3.0

17 12 09 - DC911 4.5 5.0 5.0 4.8

17 12 09 - FD 4.5 5.0 4.5 4.3

17 12 09 - PD 4.0 4.0 4.0

17 12 03 - DC911 Long tone 1st 4.5 4.0 4.0 4.2

17 12 03 - FD Bonk 4.5 4.0 3.4 3.8

17 12 03 - PD Widi Creek 4.0 4.0 3.0

16 12 34 - DC911 4.0 4.0 4.0 4.0

16 12 34 - FD 3.0 4.0 3.0 3.3

16 12 34 - PD Mobile - asked me to repeat 3.0 4.0 3.0

16 12 33 - DC911 4.0 4.0 4.6 4.2

16 12 33 - FD 4.0 4.0 3.4 3.4

16 12 33 - PD 3.0 4.0 2.0

16 12 35 - DC911 4.0 3.4 3.4 3.6

16 12 35 - FD 4.0 4.0 4.0 4.0

16 12 35 - PD 4.0 4.0 4.0

17 12 02 - DC911 3.4 3.4 4.0 3.6

17 12 02 - FD 4.0 4.0 4.0 3.8

17 12 02 - PD 4.0 4.0 3.0

17 12 11 - DC911 4.5 4.0 4.0 4.2

17 12 11 - FD 4.0 4.0 4.0 4.0

17 12 11 - PD 4.0 4.0 4.0

17 12 14 - DC911 4.0 4.3 4.0 4.1

17 12 14 - FD 4.0 4.0 4.0 4.0

17 12 14 - PD 4.0 4.0 4.0

17 12 13 - DC911 3.4 4.0 3.0 3.5

17 12 13 - FD 4.0 4.0 3.4 3.1

17 12 13 - PD could not understand; FP quiet - then really loud Disp Mic 3.0 2.0 2.0

17 12 12 - DC911 4.5 4.5 4.0 4.3

17 12 12 - FD 4.0 4.5 4.0 3.8

17 12 12 - PD 4.0 3.0 3.0

17 12 23 - DC911 4.0 4.5 4.5 4.3

17 12 23 - FD 4.0 4.5 4.0 4.1

17 12 23 - PD 4.0 4.0 4.0

17 12 24 - DC911 3.4 4.0 4.0 3.8

17 12 24 - FD 4.0 4.0 3.0 3.5

17 12 24 - PD 3.0 4.0 3.0

17 12 25 - DC911 911 answered twice 4.5 4.5 4.0 4.3

17 12 25 - FD 2 outputs to Bend Dispatch 4.5 4.5 4.0 3.3

17 12 25 - PD Mobile - couldn't hear dispatch first trans; P broken 1.0 4.0 2.0

17 12 26 - DC911 4.5 4.0 4.5 4.3

17 12 26 - FD 4.0 4.5 4.5 4.2

17 12 26 - PD 4.0 4.0 4.0

17 12 15 - DC911 4.0 4.0 4.0 4.0

Service

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Service

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Page 2 of 6

17 12 15 - FD 4.0 5.0 4.5 4.1

17 12 15 - PD 3.0 4.0 4.0

17 12 10 - DC911 4.4 4.6 4.0 4.3

17 12 10 - FD 3.4 4.5 4.0 3.8

17 12 10 - PD 3.0 4.0 4.0

17 12 07 - DC911 3.4 4.5 3.4 3.8

17 12 07 - FD 3.4 4.0 3.4 3.6

17 12 07 - PD 4.0 4.0 3.0

17 12 20 - DC911 4.0 4.0 4.0 4.0

17 12 20 - FD 3.4 4.5 4.0 4.0

17 12 20 - PD 4.0 4.0 4.0

17 12 19 - DC911 4.0 4.5 4.0 4.2

17 12 19 - FD 3.4 4.5 3.4 3.7

17 12 19 - PD 4.0 4.0 3.0

17 12 18 - DC911 Not broken, just digital 3.8 4.0 3.4 3.7

17 12 18 - FD 2.0 4.0 3.4 3.4

17 12 18 - PD 3.0 4.0 4.0

17 11 24 - DC911 3.4 4.0 3.4 3.6

17 11 24 - FD 3.0 4.5 3.4 3.5

17 11 24 - PD 3.0 4.0 3.0

17 11 25 - DC911 4.5 4.0 4.3 4.3

17 11 25 - FD 4.5 4.5 4.5 4.3

17 11 25 - PD 4.0 4.0 4.0

17 11 26 - DC911 4.0 4.0 3.4 3.8

17 11 26 - FD 2.0 4.0 4.0 3.3

17 11 26 - PD 3.0 4.0 3.0

17 11 23 - DC911 Sheridan Park Bottom 4.5 4.5 4.5 4.5

17 11 23 - FD 4.0 4.0 3.4 3.9

17 11 23 - PD 4.0 4.0 4.0

17 11 14 - DC911 Saddleback West 4.5 3.4 3.4 3.8

17 11 14 - FD 4.5 4.5 4.0 4.0

17 11 14 - PD 4.0 4.0 3.0

17 11 13 - DC911 4.0 4.5 4.5 4.3

17 11 13 - FD 3.0 4.5 4.5 3.8

17 11 13 - PD 3.0 4.0 4.0

17 11 36 - DC911 NW Crossing 4.5 4.5 4.0 4.3

17 11 36 - FD 4.5 4.5 3.4 3.9

17 11 36 - PD 4.0 4.0 3.0

17 11 35 - DC911 Miller Elem 4.0 4.0 3.4 3.8

17 11 35 - FD 3.4 4.0 3.4 3.5

17 11 35 - PD 3.0 4.0 3.0

18 11 02 - DC911 Macalpine 4.5 4.5 4.0 4.3

18 11 02 - FD 4.5 4.5 4.0 3.8

18 11 02 - PD 3.0 4.0 3.0

18 11 01 - DC911 Broken Top 3.4 4.0 3.4 3.6

18 11 01 - FD 4.5 4.5 4.0 4.0

18 11 01 - PD 4.0 4.0 3.0

18 11 12 - DC911 Tetherow 5.0 4.5 4.5 4.7

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Service

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Page 3 of 6

18 11 12 - FD 4.5 4.5 4.5 4.1

18 11 12 - PD 4.0 4.0 3.0

18 11 11 - DC911 Tetherow 4.0 4.5 4.5 4.3

18 11 11 - FD 3.4 4.5 4.0 4.0

18 11 11 - PD 4.0 4.0 4.0

18 11 14 - DC911 Widgi Creek 4.0 4.0 4.0 4.0

18 11 14 - FD 3.4 4.0 3.4 3.6

18 11 14 - PD 4.0 4.0 3.0

18 11 22 - DC911 7th Mountain 3.4 4.0 3.4 3.6

18 11 22 - FD 4.0 4.0 4.0 3.5

18 11 22 - PD 3.0 3.0 3.0

18 11 13 - DC911 Mammoth Drive 4.5 4.5 4.0 4.3

18 11 13 - FD 4.0 4.5 3.4 4.0

18 11 13 - PD 4.0 4.0 4.0

18 12 07 - DC911 3.4 4.5 4.0 4.0

18 12 07 - FD 4.0 4.0 4.0 3.7

18 12 07 - PD 3.0 4.0 3.0

18 12 06 - DC911 West Sub 4.0 4.5 4.0 4.2

18 12 06 - FD 4.0 4.0 3.4 3.9

18 12 06 - PD 4.0 4.0 4.0

17 12 31 - DC911 Columbia 4.0 4.0 5.0 4.3

17 12 31 - FD 3.4 4.0 4.0 3.7

17 12 31 - PD 3.0 4.0 4.0

17 12 32 - DC911 Kansas 4.0 3.4 3.4 3.6

17 12 32 - FD 3.4 4.0 4.0 3.7

17 12 32 - PD 4.0 3.0 4.0

17 12 29 - DC911 1st Rapids 4.0 4.5 4.0 4.2

17 12 29 - FD 4.5 4.5 4.0 4.0

17 12 29 - PD 3.0 4.0 4.0

17 12 30 - DC911 Hillside Park 3.4 3.4 4.0 3.6

17 12 30 - FD 4.0 4.5 4.0 3.8

17 12 30 - PD 3.0 4.0 3.0

17 12 28 - DC911 Revere and 6th 4.0 4.5 4.5 4.3

17 12 28 - FD 4.0 4.0 4.5 3.8

17 12 28 - PD 3.0 4.0 3.0

17 12 27 - DC911 Almoody Park 4.0 3.4 4.0 3.8

17 12 27 - FD 3.4 4.0 3.4 3.6

17 12 27 - PD 4.0 4.0 3.0

17 12 22 - DC911 Butler / Purcell 4.0 3.4 4.0 3.8

17 12 22 - FD 3.4 4.0 3.4 3.5

17 12 22 - PD 3.0 4.0 3.0

17 12 21 - DC911 Empire / Plateau 3.4 4.0 3.4 3.6

17 12 21 - FD 3.4 4.0 3.4 3.3

17 12 21 - PD 3.0 3.0 3.0

17 12 16 - DC911 Morningstar / Ridgefield 4.0 4.0 4.5 4.2

17 12 16 - FD 4.0 4.0 3.4 3.9

17 12 16 - PD 4.0 4.0 4.0

17 12 33 - DC911 8th / Greenwood 3.4 4.0 4.5 4.0

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Service

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Page 4 of 6

17 12 33 - FD 3.4 4.0 4.0 3.9

17 12 33 - PD 4.0 4.0 4.0

17 12 34 - DC911 Safeway East 4.0 4.5 4.0 4.2

17 12 34 - FD 4.0 4.5 4.0 4.1

17 12 34 - PD 4.0 4.0 4.0

17 12 35 - DC911 Forum / Dalton 4.0 4.0 4.5 4.2

17 12 35 - FD 4.5 4.5 4.5 4.3

17 12 35 - PD 4.0 4.0 4.0

17 12 36 - DC911 3.4 4.0 4.0 3.8

17 12 36 - FD 3.4 4.0 4.0 3.7

17 12 36 - PD 3.0 4.0 4.0

18 12 01 - DC911 3.4 4.0 3.4 3.6

18 12 01 - FD 4.0 4.0 3.4 3.7

18 12 01 - PD 4.0 4.0 3.0

18 12 02 - DC911 4.0 4.0 3.4 3.8

18 12 02 - FD 4.0 4.0 4.0 3.7

18 12 02 - PD 4.0 3.0 3.0

18 12 03 - DC911 Cessna 4.0 4.0 4.0 4.0

18 12 03 - FD 4.0 4.5 4.0 4.1

18 12 03 - PD 4.0 4.0 4.0

18 12 04 - DC911 9th / Wilson 4.0 4.5 4.5 4.3

18 12 04 - FD 4.0 4.0 4.0 4.0

18 12 04 - PD 4.0 4.0 4.0

18 12 10 - DC911 Desert Woods 3.4 4.5 4.5 4.1

18 12 10 - FD 4.0 4.0 4.0 4.0

18 12 10 - PD 4.0 4.0 4.0

18 12 15 - DC911 Bridges 4.5 4.5 5.0 4.7

18 12 15 - FD 4.0 4.0 4.0 4.0

18 12 15 - PD 4.0 4.0 4.0

18 12 16 - DC911 61000 Brosterhous 4.5 5.0 5.0 4.8

18 12 16 - FD 4.0 4.5 4.0 4.1

18 12 16 - PD 4.0 4.0 4.0

18 12 09 - DC911 Foxborough 4.5 4.0 4.5 4.3

18 12 09 - FD 4.0 4.0 4.0 4.0

18 12 09 - PD 4.0 4.0 4.0

18 12 21 - DC911 Knott / Country Club 4.5 4.5 4.0 4.3

18 12 21 - FD 4.0 4.0 3.4 3.9

18 12 21 - PD 4.0 4.0 4.0

18 12 28 - DC911 4.5 4.0 4.0 4.2

18 12 28 - FD 4.0 4.0 4.0 3.8

18 12 28 - PD 4.0 3.0 4.0

18 12 20 - DC911 Mountain High 4.0 4.0 3.4 3.8

18 12 20 - FD 4.0 4.0 4.0 4.0

18 12 20 - PD 4.0 4.0 4.0

18 12 29 - DC911 Lost Tracks 4.0 4.0 4.5 4.2

18 12 29 - FD 4.0 4.0 3.4 3.9

18 12 29 - PD 4.0 4.0 4.0

18 12 30 - DC911 Riverwoods Store 4.0 4.0 4.0 4.0

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Page 5 of 6

18 12 30 - FD 3.4 4.0 4.0 3.9

18 12 30 - PD 4.0 4.0 4.0

18 11 25 - DC911 DRW 4.0 4.0 3.4 3.8

18 11 25 - FD 4.0 4.0 4.0 4.0

18 11 25 - PD 4.0 4.0 4.0

18 11 36 - DC911 DRW 4.0 4.0 4.0 4.0

18 11 36 - FD 4.5 4.5 4.0 4.2

18 11 36 - PD 4.0 4.0 4.0

18 11 26 - DC911 DRW 4.5 4.5 4.5 4.5

18 11 26 - FD 4.0 4.5 4.0 4.1

18 11 26 - PD 4.0 4.0 4.0

18 11 27 - DC911 DRW 4.0 4.0 4.5 4.3

18 11 27 - FD 3.4 3.4 4.0 3.6

18 11 27 - PD 4.0 3.0 4.0

18 11 23 - DC911 DRW 4.5 4.5 4.5 4.5

18 11 23 - FD 4.0 4.5 4.0 4.1

18 11 23 - PD 4.0 4.0 4.0

18 11 24 - DC911 Baker / Brookswood 4.5 4.5 4.5 4.5

18 11 24 - FD 4.5 4.5 4.0 4.2

18 11 24 - PD 4.0 4.0 4.0

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Page 6 of 6

Coverage Test for Deschutes County (DC911) Page # of

Target DAQ 3.4

Base to Mobile Date

Mobile to Base

Team Dispatch Receive ResultsFire Evaluator

Law Evaluator

Dispatch Evaluator

Service Area Test Tile Number Remarks DAQ - Disp DAQ - FD DAQ - PD MDAQ - Avg PDAQ - Avg

3.0 4.5 4.5 4.0

16 12 30 - FD 3.0 4.5 4.5 3.3

16 12 30 - PD 2.0 3.0 3.0

4.0 4.5 4.5 4.3

3.5 4.5 4.5 3.9

2.0 4.5 4.5

4.0 4.0 4.5 4.2

4.5 4.0 4.5 3.3

2.0 2.0 3.0

4.0 4.0 4.0 4.0

4.5 4.5 4.0 3.6

2.0 3.0 3.4

3.0 4.0 4.0 3.7

3.0 4.5 4.0 3.3

2.0 3.0 3.0

4.0 4.0 4.0 4.0

4.5 4.0 4.5 3.5

4.0 2.0 2.0

4.0 4.0 4.0 4.0

4.0 4.0 3.5 3.4

3.0 3.0 3.0

4.0 4.0 4.0 4.0

4.0 4.5 3.5 3.8

3.4 4.0 3.4

Slight distortion on police 4.0 4.0 4.0 4.0

17 12 06 - FD Good on mobile & fire; okay on police 4.5 4.5 4.0 4.3

17 12 06 - PD 4.5 4.5 4.0

17 12 05 - DC911 Slight distortion on police & fire 4.0 4.0 4.0 4.0

17 12 05 - FD Okay on mobile, police & fire 4.0 3.5 4.0 3.9

17 12 05 - PD Some distortion on fire 4.5 3.4 4.0

16 12 32 - DC911 4.0 4.0 4.0 4.0


16 12 32 - PD 4.0 4.0 4.5

17 12 08 - DC911 Slight distortion on fire 4.0 4.0 4.0 4.0

17 12 08 - FD Okay on mobile & police; good on fire 4.0 4.5 4.0 4.2

17 12 08 - PD 4.5 4.0 4.0

17 12 17 - DC911 Distorted but mostly understandable on mobile & police; distorted but understandable on fire 4.0 4.0 4.0 4.0

17 12 17 - FD Okay on mobile & police; muffled but okay on fire 4.0 3.5 4.0 3.6

17 12 17 - PD Garbled / distorted on mobile, police & fire 3.0 3.4 3.4

17 12 04 - DC911 4.5 4.5 4.5 4.5

17 12 04 - FD Okay on mobile; muffled on police; good on fire 3.5 4.0 3.0 4.0

17 12 04 - PD Clear on mobile 4.5 4.5 4.5

17 12 09 - DC911 4.5 4.5 4.0 4.3

17 12 09 - FD Not great on mobile; muffled on police; good on fire 3.0 4.0 3.5 4.0 Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Safety

Saf/Ser

16 12 30 - DC911 Mobile sounded slightly muffled or distorted Safety

Safety

Mobile difficult to hear & understand; police okay

16 12 26 - DC911 Safety

16 12 26 - FD Good police & fire

16 12 26 - PD Mobile okay but distorted

16 12 25 - DC911 Slight distortion on fire

Unclear mobile, good police & fire Service

Safety

16 12 27 - DC911 Slight distortion on mobile Safety

16 12 25 - FD Clear on mobile & police; muffled on fire

16 12 25 - PD

16 12 36 - DC911 Safety

16 12 36 - FD Good and mobile & police; clear on fire

16 12 36 - PD

Service

Safety

16 12 29 - DC911 Slight distortion on police Safety

16 12 27 - FD Muffled on mobile; police ok; fire good

16 12 27 - PD Muffled on mobile

16 12 28 - DC911 Slight distortion on police & fire Safety

16 12 28 - FD Good on mobile & fire; okay on police

16 12 28 - PD Mobile, police & fire sounded okay

Service

Safety

17 12 06 - DC911

16 12 29 - FD Good on mobile & fire; muffled on police

16 12 29 - PD Muffled on police

16 12 31 - DC911 Slight distortion on mobile & police Safety

16 12 31 - FD Good on mobile; okay on police & fire

16 12 31 - PD Some distortion on mobile & police

Safety

Safety

Page 1 of 5


17 12 03 - DC911 4.5 4.5 4.5 4.5

17 12 03 - FD Okay on mobile; good on police & fire 3.5 4.0 4.0 4.0

17 12 03 - PD 4.0 4.0 4.5

16 12 34 - DC911 4.5 4.5 4.5 4.5

16 12 34 - FD Okay on mobile & police 3.5 4.0 3.5 4.0

16 12 34 - PD 4.0 4.5 4.5

16 12 33 - DC911 4.5 4.5 4.5 4.5

16 12 33 - FD Good on mobile, police & fire 4.0 4.0 4.0 4.3

16 12 33 - PD Clear on mobile, police & fire 4.5 4.5 4.5

16 12 35 - DC911 4.5 4.0 4.0 4.2


16 12 35 - PD 4.5 4.5 4.5

17 12 02 - DC911 Slightly distorted on fire 4.5 4.0 4.5 4.3

17 12 02 - FD Great on mobile; muffled on police; good on fire 4.5 4.5 4.0 4.2

17 12 02 - PD Somewhat distorted on mobile, police & fire 4.0 4.0 4.0

17 12 11 - DC911 4.5 4.5 4.0 4.3

17 12 11 - FD Muffled but okay on mobile 3.5 4.0 4.0 3.8

17 12 11 - PD 3.5 4.0 4.0

17 12 14 - DC911 4.5 4.0 4.5 4.3

17 12 14 - FD Muffled on fire 4.5 3.5 4.5 4.3

17 12 14 - PD 4.5 4.5 4.5

17 12 13 - DC911 4.5 4.5 4.5 4.5

17 12 13 - FD Great on mobile; muffled on police; good on fire 4.5 4.0 4.0 4.3


17 12 12 - DC911 Hard time understanding "disp" on police 4.5 4.5 4.0 4.3

17 12 12 - FD Good on mobile; muffled on police 4.0 4.5 3.5 4.3

17 12 12 - PD 4.5 4.5 4.5

17 12 23 - DC911 4.5 4.0 4.5 4.3

17 12 23 - FD Good on mobile & police 4.5 4.0 3.5 4.3

17 12 23 - PD 4.5 4.5 4.5

17 12 24 - DC911 4.0 4.0 4.5 4.2

17 12 24 - FD Okay on mobile; muffled on police; unclear on fire 3.5 3.5 4.0 4.0

17 12 24 - PD 4.5 4.5 4.0

17 12 25 - DC911 Slightly distorted on mobile & fire 3.4 3.4 4.5 3.8

17 12 25 - FD Ok with broken/unanswered calls on mobile; okay on police & fire 3.5 3.0 3.5 3.6

17 12 25 - PD 4.0 3.4 4.0


17 12 26 - FD Good on mobile and & fire; muffled on police 4.0 4.0 3.5 4.0

17 12 26 - PD 4.0 4.5 4.0

17 12 15 - DC911 4.5 4.5 4.5 4.5

17 12 15 - FD Good on mobile & police; okay on fire 4.0 4.0 4.5 4.3

17 12 15 - PD Clear / crisp on mobile 4.5 4.5 4.5

17 12 10 - DC911 4.5 4.5 4.5 4.5

17 12 10 - FD Great on mobile & fire; good on police 4.0 4.0 4.0 4.3

17 12 10 - PD 4.5 4.5 4.5

17 12 07 - DC911 4.5 4.5 4.5 4.5

17 12 07 - FD Muffled on mobile; okay on police; good on fire 3.5 4.0 4.0 4.0


17 12 20 - DC911 Slight distortion on mobile & police 4.0 4.5 4.0 4.2

17 12 20 - FD Okay on police; good on fire 3.5 4.0 3.5 3.8

17 12 20 - PD Distorted on police 4.5 4.0 3.4

17 12 19 - DC911 Slight distortion on mobile 4.0 4.5 4.5 4.3

17 12 19 - FD Great on mobile, police & fire 4.5 4.5 4.5 4.2

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17 12 19 - PD 4.0 4.0 3.4

17 12 18 - DC911 4.5 4.5 4.5 4.5

17 12 18 - FD Good on mobile & police; great on fire 4.0 4.0 4.0 4.1

17 12 18 - PD 4.0 4.5 4.0

17 11 24 - DC911 4.5 4.5 4.5 4.5

17 11 24 - FD 4.2


17 11 25 - DC911 4.5 4.5 4.5 4.5

17 11 25 - FD 4.2

17 11 25 - PD 4.0 4.0 4.5

17 11 26 - DC911 4.5 4.5 4.5 4.5

17 11 26 - FD 4.2

17 11 26 - PD 4.0 4.0 4.5

17 11 23 - DC911 4.5 4.5 4.5 4.5

17 11 23 - FD Good on mobile; great on police; solid on fire 4.0 3.5 4.5 3.9

17 11 23 - PD 4.0 3.4 4.0

17 11 14 - DC911 4.5 4.0 4.5 4.3

17 11 14 - FD Muffled on mobile; good on police; okay on fire 3.0 3.5 4.0 3.5

17 11 14 - PD Somewhat distorted on mobile 3.4 3.4 3.4

17 11 13 - DC911 4.5 4.5 4.5 4.5


17 11 13 - PD 4.0 4.5 4.0

17 11 36 - DC911 4.5 4.5 4.5 4.5

17 11 36 - FD Great on mobile & police 4.5 4.0 4.5 4.3

17 11 36 - PD 4.5 4.0 4.5

17 11 35 - DC911 4.5 4.5 4.5 4.5


17 11 35 - PD 4.0 4.0 4.0

18 11 02 - DC911 4.5 4.5 4.5 4.5


18 11 02 - PD 4.5 4.5 4.5

18 11 01 - DC911 4.5 4.5 4.5 4.5

18 11 01 - FD 4.1

18 11 01 - PD 4.5 3.4 4.5

18 11 12 - DC911 4.5 4.5 4.5 4.5


18 11 12 - PD 4.5 4.0 4.5

18 11 11 - DC911 4.5 4.5 4.5 4.5

18 11 11 - FD Great on mobile; slight muffle on police; okay on fire 4.5 4.5 4.0 4.4

18 11 11 - PD 4.5 4.5 4.5

18 11 14 - DC911 Slightly distorted on mobile 4.0 4.5 4.5 4.3

18 11 14 - FD Clear on police & fire 4.0 4.5 4.5 4.3


18 11 22 - DC911 4.5 4.5 4.5 4.5


18 11 22 - PD 4.5 4.5 4.5


18 11 13 - FD Good on mobile; clear on police & fire 4.0 4.5 4.5 4.4

18 11 13 - PD 4.5 4.5 4.5

18 12 07 - DC911 Slightly distorted on police 4.5 4.5 4.0 4.3

18 12 07 - FD Great on mobile; slight muffle on police; good on fire 4.5 4.5 4.0 4.3

18 12 07 - PD 4.5 4.5 4.0

18 12 06 - DC911 Slightly distorted on police 4.5 4.5 4.0 4.3


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18 12 06 - PD 4.5 4.5 4.0

17 12 31 - DC911 4.5 4.5 4.5 4.5


17 12 31 - PD 4.5 4.5 4.5

17 12 32 - DC911 Slightly distorted on mobile 4.5 4.5 4.0 4.3

17 12 32 - FD 4.5 4.5 4.0 4.3

17 12 32 - PD 4.5 4.5 4.0

17 12 29 - DC911 4.5 4.5 4.5 4.5

17 12 29 - FD 4.0 4.0 4.0 4.3

17 12 29 - PD 4.5 4.5 4.5

17 12 30 - DC911 4.5 4.5 4.5 4.5


17 12 30 - PD 4.5 4.5 4.5

17 12 28 - DC911 4.5 4.5 4.5 4.5

17 12 28 - FD Good on police & fire 4.0 4.5 4.5 4.4


17 12 27 - DC911 4.5 4.5 4.5 4.5

17 12 27 - FD Okay on mobile and police; good on fire 3.5 4.5 4.0 4.3

17 12 27 - PD 4.5 4.5 4.5

17 12 22 - DC911 4.5 4.5 4.5 4.5


17 12 22 - PD 4.5 4.5 4.5

17 12 21 - DC911 4.5 4.5 4.5 4.5


17 12 21 - PD 4.5 4.5 4.5

17 12 16 - DC911 4.5 4.5 4.5 4.5

17 12 16 - FD Great on mobile; okay on police 4.5 4.5 4.0 4.4

17 12 16 - PD 4.5 4.5 4.5

17 12 33 - DC911 4.5 4.5 4.5 4.5


17 12 33 - PD 4.5 4.0 4.5

17 12 34 - DC911 4.5 4.5 4.5 4.5

17 12 34 - FD Good on mobile; great on fire 4.5 4.5 4.0 4.3

17 12 34 - PD 4.5 4.0 4.5

17 12 35 - DC911 4.5 4.5 4.5 4.5

17 12 35 - FD 4.0 3.5 4.0 4.2

17 12 35 - PD 4.5 4.5 4.5

17 12 36 - DC911 Slight distortion on police & fire 4.5 4.0 4.0 4.2

17 12 36 - FD 3.5 4.5 3.5 4.2

17 12 36 - PD 4.5 4.5 4.5

18 12 01 - DC911 4.5 4.5 4.5 4.5

18 12 01 - FD Clear on mobile 4.5 4.5 4.5 4.4

18 12 01 - PD 4.5 4.0 4.5

18 12 02 - DC911 4.5 4.5 4.5 4.5

18 12 02 - FD Great on mobile; nice on police 4.0 4.5 4.0 4.3

18 12 02 - PD 4.5 4.5 4.5

18 12 03 - DC911 4.5 4.5 4.5 4.5

18 12 03 - FD Good on mobile 4.5 4.5 4.5 4.4

18 12 03 - PD 4.5 4.5 4.0

18 12 04 - DC911 4.5 4.5 4.5 4.5

18 12 04 - FD Okay on mobile 4.0 4.5 4.0 4.3

18 12 04 - PD 4.5 4.5 4.5

18 12 10 - DC911 4.5 4.5 4.5 4.5


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18 12 10 - PD 4.5 4.5 4.5

18 12 15 - DC911 4.5 4.5 4.5 4.5


18 12 15 - PD 4.5 4.5 4.5

18 12 16 - DC911 4.5 4.5 4.5 4.5

18 12 16 - FD 4.3

18 12 16 - PD 4.5 4.0 4.5


18 12 09 - FD Clear on mobile; okay on police 4.5 4.5 3.5 4.3

18 12 09 - PD 4.5 4.5 4.0

18 12 21 - DC911 4.5 4.5 4.5 4.5

18 12 21 - FD Not clear on mobile 3.5 4.5 4.0 4.3

18 12 21 - PD 4.5 4.5 4.5

18 12 28 - DC911 4.5 4.5 4.5 4.5


18 12 28 - PD 4.5 4.5 4.5


18 12 20 - FD Clear on mobile 4.5 4.5 4.5 4.5

18 12 20 - PD 4.5 4.5 4.5

18 12 29 - DC911 4.5 4.5 4.5 4.5


18 12 29 - PD 4.5 4.5 4.5

18 12 30 - DC911 4.5 4.5 4.5 4.5


18 12 30 - PD 4.5 4.5 4.5

18 11 25 - DC911 4.5 4.5 4.5 4.5

18 11 25 - FD Good on mobile & police; okay on fire 4.5 4.5 4.0 4.3

18 11 25 - PD 4.5 4.5 4.0

18 11 36 - DC911 Slight distortion on fire 4.5 4.0 4.5 4.3

18 11 36 - FD Great on mobile; okay on police; good on fire 4.5 4.5 4.0 4.4

18 11 36 - PD 4.5 4.5 4.5

18 11 26 - DC911 Slight distortion on police 4.5 4.5 4.0 4.3

18 11 26 - FD Okay on mobile 4.0 4.5 3.7

18 11 26 - PD 4.5 4.5 4.5

18 11 27 - DC911 4.5 4.5 4.5 4.5


18 11 27 - PD 4.5 4.5 4.5

18 11 23 - DC911 4.5 4.5 4.5 4.5

18 11 23 - FD Great on mobile; good on police & fire 4.5 4.5 4.5 4.5

18 11 23 - PD 4.5 4.5 4.5

18 11 24 - DC911 4.5 4.5 4.5 4.5

18 11 24 - FD Great on mobile; good on police & fire 4.5 4.5 4.0 4.4

18 11 24 - PD 4.5 4.5 4.5

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