Ecc Management Board 5/19/2020 Additional Materials

ECC MANAGEMENT BOARD 5/19/2020 ADDITIONAL MATERIALS

Charlottesville-UVA-Albemarle County Emergency Communications Center 2306 Ivy Rd. Charlottesville, VA 22903

Print date: 5/14/2020 2

COVID-19 Response 3 REGIONAL EOC – STRATEGIC FRAMEWORK

Introduction On 13 March 2020, the Charlottesville-UVA-Albemarle Regional EOC was activated to support regional efforts related to the COVID-19 pandemic. The primary mission of the EOC for the COVID-19 response is to serve the Significant Events needs of the greater Charlottesville-Albemarle region, with an emphasis on serving vulnerable populations1 and supporting regional efforts to • December 31, 2019: First case in prepare for, mitigate, respond to, and recover from the pandemic. Wuhan, China reported to WHO • January 20, 2020: First case This is an unprecedented scenario that will eventually transition from reported in U.S. (Seattle, WA) mitigation and preparedness to response and recovery, and ultimately a • January 30, 2020: Outbreak “new normal” for our community, nation, and the entire world. declared Public Health Emergency Subsequent drafts of this plan will address the transition to recovery and of International Concern by WHO rightsizing of the EOC organizational structure as government and • January 31, 2020: U.S. Declares a community services return and adapt to the post-pandemic environment, Public Health Emergency but in the interim and indefinitely, the EOC will remain activated to • March 3, 2020: Charlottesville-UVA- coordinate regional efforts related to COVID-19. Albemarle Regional EOC activated at Level 1 – Situational Awareness • March 7, 2020: First case reported Regional Approach in Virginia (Northern Virginia) The EOC is managed and operated by the Charlottesville-UVA-Albemarle • March 11, 2020: Global Pandemic Emergency Communication Center Office of Emergency Management declared by WHO Coordination. The EOC serves as the hub for coordination of all-hazards • March 12, 2020: Virginia Governor response and recovery for significant incidents, emergencies, and declared state of emergency disasters that impact the Charlottesville-Albemarle region, including UVA. • March 13, 2020: FEMA issued Emergency Declaration for Virginia • March 13, 2020: Regional EOC activation upgraded to Level 2 – Partial Activation • March 14, 2020: First death reported in Virginia • March 16, 2020: First case reported in TJHD • March 20, 2020: Regional EOC activation upgraded to Level 3 – Full Activation • March 23, 2020: EO 53 (Temporary Restrictions and Closure of K-12 Schools) • March 30, 2020: EO 55 (Stay at Home Order) • March 31, 2020: First death reported in TJHD The EOC operates within the Regional Emergency Operations Plan (EOP), • April 2, 2020: FEMA issued Major which was adopted by the Charlottesville City Council, Albemarle County Disaster Declaration for Virginia Board of Supervisors, and University of Virginia Board of Visitors. The EOP guides the EOC’s regional coordination of Incident Management Teams (IMTs).

1 For the purposes of this document, vulnerable population includes: Underserved members of the community; low income, homeless, and housing insecure; age group over 60; people with pre-existing medical conditions; front line first responders, healthcare officials, community workers, and essential personnel; and congregate care facilities including long-term care facilities, nursing homes and skilled nursing facilities, and correctional facilities.

Rev: 5/4/20 4 REGIONAL EOC – STRATEGIC FRAMEWORK

Essential government services, including public safety services, are being managed within the respective jurisdictions (City, County, and University). Medical care and medical surge are being managed within the respective hospitals (UVA Health System and Sentara Martha Jefferson).

Policy Group The EOC is guided by the Policy Group, as defined in the EOP, which consists of senior leadership from the City, County, and University. For the COVID-19 regional response, that includes executive leadership, as well as public safety chiefs.

Public Health and Medical Integration A public health/medical/pandemic response involves additional coordination with public health and medical partners including the UVA Health System, Sentara Martha Jefferson Hospital, and the Virginia Department of Health (VDH) Thomas Jefferson Health District (TJHD). In addition to Charlottesville and Albemarle, TJHD serves Nelson, Fluvanna, Greene, and Louisa counties. UVA Health System also provides level 1 trauma services to the broader Central Virginia community and may see patients from anywhere in the state. Due to the complexity of the region, the TJHD, UVA Health System, and Sentara Martha Jefferson Hospital jointly coordinate Emergency Support Function (ESF) 8 – Public Health & Medical Services activities. In addition, TJHD is represented in the EOC unified command.

Planning Efforts This Strategic Framework documents the long-term mission and command direction for the EOC and evaluates scenarios specific to the COVID-19 pandemic for which the region must be prepared. The plan is supported by specific Functional Plans that focus on a functional or programmatic area, or contingency scenario; Functional Plans are actionable operational plans that include criteria and conditions for implementing the plan and are dynamic plans that can be updated as the situation evolves.

In addition to this Strategic Framework and the Functional Plans, the EOC develops an Incident Action Plan (IAP) every operational period that contains the incident objectives, work assignments, and resource allocations necessary to manage an incident during a specific operational period. The IAP provides essential information regarding incident organization, resource and work assignments, safety, and weather. The incident action planning process to develop the IAP includes a set of activities, repeated each operational period, that provides a consistent rhythm and structure to incident management. At this time, the IAP largely serves to document and synchronize various preparedness and planning efforts.

Issue-Specific Task Forces As needed, issue-specific task forces are established to address circumstances unique to the COVID-19 response and coordination. Task forces include:

• Regional Medical/EMS Policy Task Force o Coordinate medical facility and emergency medical service interaction, resources, and planning. Includes representation from local health district, medical health systems, Fire, EMS, 9-1-1, among others.

• Regional Homelessness Services Task Force o Coordinate emergency resources for persons experiencing homelessness relative to the ongoing pandemic. Includes representation from local health district, Thomas Jefferson Area Coalition for the Homeless (TJACH), medical health systems, among others.

• Charlottesville-Albemarle Area Needs Assessment Task Force o Coordinate completion of a comprehensive community vulnerability and needs assessment relative to the ongoing pandemic.

Rev: 5/4/20 5 REGIONAL EOC – STRATEGIC FRAMEWORK

• Regional Reimbursement Task Force o Coordinate agency and jurisdictional cost tracking/projections and reimbursement, including federal and state filing and tracking. Includes representation from City of Charlottesville, County of Albemarle, and the ECC/EOC.

• Regional Transitional Planning Policy Task Force o Coordinate recovery steps including identifying transition or “easing” of physical distancing restrictions. Connects evolving epidemiological models to regional logistical and operational capacities, developing gap analyses and trigger definitions for resource exhaustion and requests.

Phases of Emergency Management The four phases of emergency management are commonly defined as mitigation, preparedness, response, and recovery. In the table below, EOC work is aligned with the four phases.

Mitigation Preparedness

Recovery Response

General Description Regional EOC Actions Emergency Management Phase Mitigation Includes actions to prevent or reduce • Public messaging to reinforce the Governor’s stay the cause, impact, and consequences of at home order emphasizing social distancing. the disaster. • Health and safety measures for public safety and essential personnel, including active temperature and health monitoring of EOC personnel. Preparedness Includes planning, such as, developing Developing specific response plans for anticipated specific response plans and procedures future needs such as: for events that cannot be mitigated. • COVID-19 testing sites • Feeding, housing, and childcare for workforce and essential personnel • Mass care and social socials plans for the public • Outbreaks at congregate care facilities; fatality management • Increased donations and volunteer support • Continuity of essential public safety and law enforcement services, including modified EMS policies and protocols • Public information and communications Response Includes responding to the actual • Implementing modified response protocols for disaster including assessing impact, fire, EMS, and law enforcement.

Rev: 5/4/20 6 REGIONAL EOC – STRATEGIC FRAMEWORK

implementing specific response plans • Enforcing EO 53 and 55; feeding first responders. and procedures developed during the • Feeding and sheltering vulnerable populations preparedness phase, developing • Outreach with congregate care facilities specific incident action plans, allocating • Actively working with volunteer organizations resources and directing operations, and • Establishing and management donation processes stabilizing the incident. and sites Recovery Includes returning the community to • Cost documentation and initial reimbursement pre-incident status or establishing a planning “new normal” that allows the • Identifying transition and step-down criteria community to return to day-to-day life. • Planning for COVID-19 community testing

At this stage of the EOC activation, most of the efforts are focused on the mitigation, preparedness, and response phases but will eventually transition to an increase focus on response and recovery. As of May, 2020, phased recovery planning is underway nationally and within the Commonwealth. The EOC is adjusting accordingly.

Priorities and Incident Objectives Incident objectives, established by the Unified Command, are the desired outcomes and serve as the basis to guide all activities conducted by EOC staff. Priorities are the critical factors that influence the allocation resources and those actions necessary to achieve objectives. Listed in order of importance, they provide the EOC staff with guiding factors to consider when managing their functional responsibilities.

The priorities remain relatively stable and as of April 17 were listed as: 1. Life Safety 2. Containment 3. Mitigation/Prevention 4. Restoration

The incident objectives are reviewed and updated on a weekly basis. The weekly incident objectives generally focus on the following high-level functions:

• Health & Safety • Public Testing and Screening • Accessibility • Human Needs • Donations and Volunteers • Public Safety • EMS-Health System Coordination • Public Information • Information Management and Decision-Making • Congregate Housing (Long Term Care, Shelters, Correctional Facilities) • Support Resource Integration • Fatality Management • Strategic Framework • Recovery

These objectives form the foundation for the planning efforts in the EOC, including specific lines of operational effort and functional plans. A summary of lines of effort associated with each incident objectives is included in Appendix B.

Rev: 5/4/20 Charlottesville-UVA-Albemarle County Regional Emergency Operations Center COVID-19 Response Expenses

MARCH Actuals Estimates APRIL Actuals Estimates Contract Services - Consulting $ 10,840 $ - Contract Services - Consulting $ 8,280 $ 12,000 Contract Services - Cleaning $ 6,468 $ - Contract Services - Cleaning $ - $ 11,642 Contract Services - Emergency Housing $ - $ - Contract Services - Emergency Housing $ - $ 32,731 Contract Services - Meals $ 7,730 $ - Contract Services - Meals $ - $ - Contract Services - Printing $ - $ - Contract Services - Printing $ 105 $ - Contract Services - Security $ 5,593 $ - Contract Services - Security $ 2,613 $ 7,218 Contract Services - Subscription $ 170 $ - Contract Services - Subscriptions $ - $ 350 ECC Staffing for EOC* $ 5,962 $ - ECC Staffing for EOC $ 4,537 $ - IT Hardware $ 19,173 $ - IT Hardware $ - $ - Supplies $ 5,879 $ - Supplies $ 7,617 $ 750

March Subtotals $ 61,815 $ - April Subtotals $ 23,152 $ 64,691 March Total $61,815 April Total $87,843 April includes estimated costs where invoices are not yet available.

MAY Actuals Estimates JUNE Actuals Estimates Contract Services - Consulting $ - $ 8,400 Contract Services - Consulting $ - $ - Contract Services - Cleaning $ - $ 4,770 Contract Services - Cleaning $ - $ 2,500 Contract Services - Emergency Housing $ - $ 32,731 Contract Services - Emergency Housing $ - $ - Contract Services - Meals $ - $ 720 Contract Services - Meals $ - $ 1,440 Contract Services - Printing $ - $ - Contract Services - Printing $ - $ - Contract Services - Security $ - $ 4,000 Contract Services - Security $ - $ 5,000 Contract Services - Subscription $ - $ 350 Contract Services - Subscriptions $ - $ 350 ECC Staffing for EOC $ - $ 4,500 ECC Staffing for EOC $ - $ 4,000 IT Hardware $ - $ - IT Hardware $ - $ - Supplies $ - $ 1,000 Supplies $ - $ 925

May Subtotals $ - $ 56,471 June Subtotals $ - $ 14,215 May Total $56,471 June Total $14,215

FY20 Actuals (through 4/29) $84,967 FY20 Estimates $135,377 FY20 Totals $220,344

*ECC Staffing for EOC includes only overtime cost for non-exempt employees. 8

Agenda Item: 6) Budget Revisions for FY20 and FY21 9

Charlottesville – UVA – Albemarle County Emergency Communications Center

FY 2020 & FY 2021 Budget SUPPLEMENTAL REQUEST

Updated: May 12, 2020

2306 Ivy Road ∙ Charlottesville, VA 22903 (434) 970-1098 ∙ Fax (434) 971-1767 10 FY 2020 & FY 2021 Budget SUPPLEMENTAL REQUEST Charlottesville-UVA-Albemarle County ECC 1 CONTENTS

0 Approvals and Revisions ...... 3 1 Budget Supplemental Overview ...... 4 1.1 Purpose ...... 4 1.2 Background ...... 4 2 FY 2020 Operational Expenditures ...... 5 2.1 Cost Center 31040 – ECC Operations ...... 5 2.2 Cost Center 31045 – Emergency Management ...... 5 2.3 Cost Center 31048 – 800 MHz Radio ...... 5 2.4 FY 2020 Amended Operational Expenditures ...... 6 2.5 FY 2020 Carryover ...... 6 3 FY 2021 Operational Expenditures ...... 7 3.1 Salary and Benefit Changes for All Accounts ...... 7 3.2 Updated Shares ...... 8 4 ECC Fund Balance ...... 9 4.1 Use of Funds in Excess of Agreement Addendum #2 ...... 9 4.2 FY 2021 Capital Outlay Projects ...... 10

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11 FY 2020 & FY 2021 Budget SUPPLEMENTAL REQUEST Charlottesville-UVA-Albemarle County ECC 0 APPROVALS AND REVISIONS

1) Draft presented to ECC Management Board Executive Committee, May 14, 2020.

PAGE 3 12 FY 2020 & FY 2021 Budget SUPPLEMENTAL REQUEST Charlottesville-UVA-Albemarle County ECC 1 BUDGET SUPPLEMENTAL OVERVIEW

1.1 PURPOSE Consistent with the Virginia Governor’s statewide (Executive Order 51), Albemarle County and City of Charlottesville’s local declarations of emergency for the coronavirus (COVID-19) pandemic issued on March 12, 2020, as well as the President’s national emergency declaration on March 13, 2020, the ECC activated the Regional Emergency Operations Center (EOC) to “take appropriate actions that are necessary to protect public health and safety”.

The EOC is operating in accordance with the regional Emergency Operations Plan V2.0 dated December 2017 as promulgated by Albemarle County, City of Charlottesville, and University of Virginia.

The EOC is operated by the ECC using allocated funds, in-kind support from partners, donations, and community volunteers.

The attached includes budget adjustment for FY2020 and FY2021. Except where specified, this budget request does not replace or remove prior approval of FY 2020 or FY2021 budget, rather it is a supplement to what has already been approved and (or) allocated.

1.2 BACKGROUND The ECC’s budget REQUEST for FY 2020 was established by ECC Board Approval and presented to its fiscal agent, Albemarle County. The funds were allocated by annual resolution of appropriations as depicted in image below.

Per recommendation of the Albemarle County Office of Management and Budget, funds contained within the Emergency Communications Center Fund #4100 may be moved administratively amongst the internal accounts. Board of Supervisor re-allocation is not required.

PAGE 4 13 FY 2020 & FY 2021 Budget SUPPLEMENTAL REQUEST Charlottesville-UVA-Albemarle County ECC 2 FY 2020 OPERATIONAL EXPENDITURES

2.1 COST CENTER 31040 – ECC OPERATIONS Salaries and Benefits - Salary lag early in fiscal year presented cost savings over original FY 2020 budget. While the ECC is nearly full staffed now, after projecting expected salary costs for remainder of fiscal year, there is an anticipated savings of $261,788. Operating Expenses – Savings over original FY 2020 budget is anticipated in travel, training, and utilities of $13,122. Total Savings of $274,910 is anticipated. FY 0 Actual FY20 FY20 Actual % Expended FY20 FY20 Final FY20 Adopted -> Adopted -> FY20 Budget Budget YTD (Through (Through Annualized Quarter Revised Revised Revised Description Adopted Additions March) March) (From YTD) Adjustments Projection Change ($) Change (%) Subtotal Salaries and Benefits $ 4,114,157 $ - $ 2,750,615 67%$ 3,667,487 $ 184,882.03 $ 3,852,369 $ (261,788) -6.4%

Subtotal Operating Expenses $ 850,348 $ 163,906 $ 534,695 53%$ 712,927 $ 263,205 $ 1,001,132 $ (13,122) -1.5%

Subtotal Capital Outlay (Internal CIP) $ 67,500 $ 660,742 $ 48,565 7%$ 64,754 $ 663,488 $ 728,242 $ - 0.0%

GRAND TOTAL ALL $ 5,032,005 $ 824,648 $ 3,333,876 57%$ 4,445,168 $ 1,111,576 $ 5,581,743 $ (274,910) -5.5%

2.2 COST CENTER 31045 – EMERGENCY MANAGEMENT Salaries and Benefits – Reduction of one FTE for a portion of FY 2020 resulted in expected savings of $18,620.

FY20 Actual FY20 FY20 FY20 Actual % Expended FY20 FY20 Final FY20 Adopted - Adopted -> Budget Budget YTD (Through (Through Annualized Quarter Revised > Revised Revised Description Adopted Additions March) March) (From YTD) Adjustments Projection Change ($) Change (%) Subtotal Salaries and Benefits $ 149,950 $ - $ 82,618 55%$ 110,158 $ 21,172.75 $ 131,331 $ (18,620) -12.4%

Subtotal Operating Expenses $ 210,053 78,842$ $ 136,617 47%$ 182,156 $ 106,738.82 $ 288,895 $ - 0.0%

Subtotal Capital Outlay (Internal CIP) $ -800 $ $ 201 25%$ 268 $ 531.63 $ 800 $ - 0.0%

GRAND TOTAL ALL $ 360,803 78,842$ $ 219,437 50%$ 292,583 $ 128,443.20 $ 421,026 $ (18,620) -5.2%

2.3 COST CENTER 31048 – 800 MHZ RADIO Projections for Cost Center 31048 – 800 MHz Radio remain unchanged.

FY20 Actual FY20 Actual FY20 FY20 YTD % Expended FY20 FY20 Final FY20 Adopted -> Adopted -> Budget Budget (Through (Through Annualized Quarter Revised Revised Revised Description Adopted Additions March) March) (From YTD) Adjustments Projection Change ($) Change (%)

Subtotal Salaries and Benefits $ - $ - $ - n/a $ - $ - $ - $ - 0.0%

Subtotal Operating Expenses $ 800,078 $ 22, 384 $ 641,778 78%$ 855,705 $ (33,243.02) $ 822,462 $ - 0.0%

Subtotal Capital Outlay (Internal CIP) $ 103,000 $ - $ 20, 376 20%$ 27,168 $ 75,831.76 $ 103,000 $ - 0.0%

GRAND TOTAL ALL $ 903,078 $ 22, 384 $ 662,155 72%$ 882,873 $ 42,588.74 $ 925,462 $ - 0.0%

PAGE 5 14 FY 2020 & FY 2021 Budget SUPPLEMENTAL REQUEST Charlottesville-UVA-Albemarle County ECC

2.4 FY 2020 AMENDED OPERATIONAL EXPENDITURES 1) Recommend to move $219,928, or 80% of the total anticipated savings, from cost center 31040 (ECC Ops) to cost center 31045 (Emergency Management) to be used to “take appropriate actions that are necessary to protect public health and safety”.

2) Recommend to maintain the anticipated savings of $18,620 within Cost Center 31045 (Emergency Management) to be used to “take appropriate actions that are necessary to protect public health and safety”.

3) Recommend to modify existing emergency management grant award spending of $25,452 as allowed by the grant administrator to be used for “EOC Supplies and Materials”.

With approval of the above the estimated funds and grants for Emergency Management, including EOC operations, will total $264,000.

2.5 FY 2020 CARRYOVER Recommend funding for all capital outlay projects previously approved for FY 2020 that are not yet complete be carried over into FY 2021, in accordance with previous practice.

PAGE 6 15 FY 2020 & FY 2021 Budget SUPPLEMENTAL REQUEST Charlottesville-UVA-Albemarle County ECC 3 FY 2021 OPERATIONAL EXPENDITURES

3.1 SALARY AND BENEFIT CHANGES FOR ALL ACCOUNTS Salaries and Benefit Reductions – Remove 2.0% salary increase for all employees and adjustments for minimum wage with related compression in the amount of $77,871. Reduction in healthcare rates in the amount of $14,298.

Total operational request will be reduced by $92,169.

FY 2021 budget has not been amended to include additional operational expenses related to COVID-19 response (e.g. EOC activation(s), cleaning and disinfecting services, cohort staffing, and supplies). See Section 4 ECC Fund Balance for planned contingency funding.

PAGE 7 16 FY 2020 & FY 2021 Budget SUPPLEMENTAL REQUEST Charlottesville-UVA-Albemarle County ECC

3.2 UPDATED SHARES County of City of University of Cost Center Total Albemarle Charlottesville Virginia Others1

31040 - ECC Operations $5,344,896 $2,584,727 $1,414,277 $1,345,892 $0 48.3588% 26.4603% 25.1809% 0%

31045 - Emergency Management $347,334 $167,967 $91,906 $87,462 $0 48.3588% 26.4603% 25.1809% 0%

31048 - 800 MHz Radio Operations $1,076,388 $436,878 $167,063 $161,674 $310,773 40.5874% 15.5207% 15.0200% 28.8718%

Total Share of Expenditures $6,768,618 $3,189,572 $1,673,245 $1,595,027 $310,773

Other Revenue -$736,955 -$356,383 -$195,001 -$185,572 n/a 48.3588% 26.4603% 25.1809%

Due $6,031,663 $2,833,190 $1,478,245 $1,409,456 $310,773

County of Albemarle (schools) $106,705

County of Albemarle (remit 2% admin fee)2 -$132,718

City of Charlottesville (transit, $81,196 schools, public works) University of Virginia (transit, health, $104,764 facilities, emerg. mngmt.)

Total Due From Partners $2,807,177 $1,559,441 $1,514,219

Other Revenue (No Partner Shares or 800 MHz Radio Ops)

15000-Use of Money and Property (Interest) $50,000 16000-Charges for Services (No partner shares) $387,103 19000-Recovered Costs Local (FOIA recovery) $3,000 24000-Categorical Aid-State (Grants, wireless E9-1-1 fund) $579,180 33000-Categorical Aid-Federal (Grants, tower rental) $28,445 51000-Transfers $0 Subtract Outside Charges 800 MHz Radio Ops1 -$310,773 Total Revenues $736,955

Balance Check

Expenditures $6,768,618 Partner Shares -$6,031,663 Other Revenue -$736,955 Total $0

1 The costs for the 800 MHz Radio Operations are shared by all users of the system based on percent of subscriber radios in use. 2 Per agreement dated January 20, 1984, the County of Albemarle is paid a 2% adminstrative fee for acting as fiscal manager.

PAGE 8 17 FY 2020 & FY 2021 Budget SUPPLEMENTAL REQUEST Charlottesville-UVA-Albemarle County ECC 4 ECC FUND BALANCE

4.1 USE OF FUNDS IN EXCESS OF AGREEMENT ADDENDUM #2 Per agreement addendum #2 dated January 1, 2013 the ECC may retain a year-end fund balance not to exceed 25% of the Center’s total annual operating budget (see image below).

Audited Fund Balance June 30, 2018 $ 2,772,840 FY 19 Revenues $ 5,874,707 FY 19 Expenditures $ (5,586,432) Net Change in Fund Balance $ 288,274

Audited Fund Balance June 30, 2019 $ 3,061,114

Agreement Addendum #2 Requirement FY 19 Adopted Operating Budget $ 5, 752,162 25% of Operating Budget $ 1,438,041 Anticipated Funds Retained (Above 25%) $ (1,623,074)

Projected Remaining Fund Balance $ 1,438,041

Planned use of remaining Fund Balance is noted below. Without additional supplement, FY 21 capital outlay projects would be unfunded.

Planned Use of Fund Balance

Projected Remaining Fund Balance $ 1,438,041 FY 20 Appropriated Use of Fund Balance $ (1,233,864) FY 20 Approved Not Yet Appropriated Fund Balance $ (50,000) Operating Contingency (2.2% of FY 21 Operating Budget) $ (154,176)

Projected Remaining Fund Balance $ 0

PAGE 9 18 FY 2020 & FY 2021 Budget SUPPLEMENTAL REQUEST Charlottesville-UVA-Albemarle County ECC

Recommend supplemental appropriation be amended as below. This requires approval of all Participants.

Recommended Supplement

Participant Approval to Retain Funds per Addendum #2 $ 1,623,074 FY 21 Capital Outlay Requests $ (578,868) Operating Contingency (2.8% of FY 21 Operating Budget) $ (184,255) COVID-19 Community Response and (or) Critical Infrastructure (e.g. EOC, Building, Public Safety Software, Communications) $ (859,951)

Projected Remaining Fund Balance $ 0

4.2 FY 2021 CAPITAL OUTLAY PROJECTS Recommend the following items be acquired using available fund balance at total cost of $578,868.

4.2.1.1 911 Telephone Infrastructure Refresh The ECC’s 9-1-1 telephone system was solicited in FY2014 and implemented in FY2015. Cutover was in FY2016. The system is nearing end of equipment life.

Phase 1: The ECC’s FY2020 Capital Outlay Projects include an approved replacement of the desktop answering positions (and associated labor and configuration) at the ECC’s primary and backup facilities, as well as mobile answering positions. Funds in the amount of $101,000 were previously approved by the ECC Management Board for implementation in early CY2020.

Phase 2: Will replace the infrastructure and geo-diverse call-handling equipment (CHE), including servers, operating systems, networking equipment, and telephony gateways at the primary and backup ECC facilities. This will transition the ECC’s 9-1-1 phone recording from legacy position-based to IP recording. Currently, emergency and non-emergency calls handled by ECC staff are only recorded when taken at the primary facility. The upgrade to IP recording will enable redundant recording and capture of calls handled at the Backup ECC and transportable positions. The project budget is based on FY18 quotes from software manufacturer, which staff are currently refreshing.

This project will run concurrent with the Commonwealth’s statewide transition to a Next Generation 9-1-1 (NG9-1-1) Emergency Services IP Network (ESINet). ECCs throughout Virginia are planned for transitions over the next two years away from end-of-life legacy 9-1-1 phone lines to the Next Generation IP network. This transition is required by Virginia Code 56-484.16 to be completed by July 2023. That project, coordinated by the Virginia Information Technologies Agency (VITA), includes Commonwealth funds of $150,000 for required upgrades to enable ESINet for each locality. Funding is reimbursement based and follows a set timeline based on project submission to VITA, which the ECC plans to complete. (Request $500,000, with planned reimbursement of $150,000 from VA ISP after project completion)

PAGE 10 19 FY 2020 & FY 2021 Budget SUPPLEMENTAL REQUEST Charlottesville-UVA-Albemarle County ECC

4.2.1.2 ECC Fleet Management The ECC’s 2008 Ford F250 Super Duty pickup truck, originally purchased in FY08 for the radio system manager, is now over eleven years old. While it has relatively low mileage the truck is routinely used on rough, mountainous terrain, and is showing signs of wear. The ECC routinely uses this vehicle for radio tower site access, business travel, and local and regional operations, including transportation of equipment, personnel, and contractors/technicians.

This item is part of the ECC’s ongoing fleet management cycle, will add an SUV-style vehicle with full off-road capability and communications equipment. Emergency lighting will be limited to white/amber and the vehicle will not require emergency vehicle operator certifications. The SUV-style vehicle is appropriately sized for secure transport of the ECC Radio Cache and tactically deployed technology, extended operational use for planned and unplanned events, and all- weather transportation of personnel, in addition to mountaintop tower travel in hazardous weather.

The 2008 truck will remain in service to be used for diesel fuel delivery to remote generators located at radio towers and backup sites. It will be retrofitted with a fuel delivery system using existing budgeted funds. Repurposing of the 2008 truck will allow for additional years of use. (Request $40,000)

4.2.1.3 Quality Assurance Screen Recording In order to enhance quality assurance review and technical troubleshooting, this will expand the existing archiver/recorder system to allow for computer screen recording of the main monitors used primarily for CAD, related interfaces, and web viewing for 13 primary positions and 6 backup positions. (Request $39,000)

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