HomeMy WebLinkAboutAshland - Bayfield Consolidated PSAP Board - Agenda - 8/19/2024ASHLAND – BAYFIELD CONSOLIDATED PSAP
BOARD OF DIRECTORS
Board of Directors Meeting
Ron Sztyndor – Vice Chair Larry Fickbohm – Chair
Dan Grady Mark Abeles-Allison
Brian Zupke Tony Williams
*** AGENDA ***
Dear Board Members:
This letter is written to inform you of the Ashland-Bayfield Consolidated PSAP Board of Directors
Meeting scheduled for 1:30 p.m. on Monday, August 19th. This meeting will be held in person
at the Bayfield County Board Room with a virtual option. Directors and the public will be able
to participate in the meeting in person or via voice either by using the internet link or phone
number below.
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Contact Bayfield County Emergency Management at 715-373-6113 if you have access questions
or email EM@bayfieldcounty.wi.gov if during the meeting.
Any person wishing to attend who, because of a disability, requires special accommodations,
should contact the County Clerk’s office at 715-373-6100, at least 24 hours before the scheduled
meeting time, so appropriate arrangements can be made.
ASHLAND – BAYFIELD CONSOLIDATED PSAP
BOARD OF DIRECTORS
1. Call to Order
2. Public Comment: Limited to 3 minutes per person, 15 minutes maximum.
3. Approval of minutes from the previous meeting
4. PSAP Project Update
5. Discussion and possible action regarding the PSAP name change to “Ashland-Bayfield County
Emergency Communications Center”
6. Discussion and possible action regarding Position Name Change from “Civilian
Communications Officer” to “9-1-1 Dispatcher” in 2025
7. Position Name change from “Lead Dispatcher” to “Supervisor” in 2025
8. Discussion and possible action regarding Dispatcher Wages
9. Discussion and possible action regarding the FY25 PSAP operations budget
10. Adjournment
Ashland – Bayfield Consolidated PSAP
Board of Directors
Minutes of the
Board of Directors Meeting
July 26th, 2024, 11 am
Ashland County Board Room
The meeting of the Ashland - Bayfield Consolidated PSAP Board of Directors was called to order
at 11:01 a.m. by Ron Sztyndor. A roll call was taken as follows: Ashland County Administrator –
Dan Grady; Ashland County Board Member – Ron Sztyndor; Bayfield County Administrator –
Mark Abeles-Allison; Present Virtually: Bayfield County Board Member – Larry Fickbohm; Ashland
County Sheriff – Brian Zupke. Total: 5 present. A quorum was present to conduct business.
The following were also present for the meeting: Bayfield County IT – Paul Houck; Bayfield
County Emergency Management Director – Meagan Quaderer; Bayfield County Emergency
Management Assistant – Maria Renz; PSAP Director – Jaime Moore; EMS Liaison – Laurie G;
Ashland Fire Chief – Stuart Matthias; Ashland County Emergency Management Director –
Christina Dzwonkowski; Ashland County IT – Taylor Foley; Present Virtually Bayfield County
Human Resources Director – Kristine Kavajecz; Bayfield County Finance Director – Kim Mattson;
Ashland County Land Records Director – Brittany Goudos-Weisbecker; Bayfield County Dispatch –
Ashlee Larson; Mission Critical Partners – Stacy Banker.
2. Public Comment: Limited to 3 minutes per person, 15 minutes maximum.
No public comment.
3. Approval of minutes from the previous meeting
Motion by Abeles-Allison, seconded by Grady to approve the Minutes of the Ashland -
Bayfield County Consolidated PSAP Board of Director’s Meeting held on July 1, 2024.
Motion carried, 5-0.
4. PSAP Director Report
Moore reported that the current focus is on the PSAP grant and budgets. He is scheduling
a meeting with both Sheriff’s and Chiefs to discuss what will be split in the budget. Moore
would like to propose a name change in the future for the consolidated PSAP to be the
Ashland-Bayfield County Emergency Communications Center, ECC for short. This will need
to be added to the next agenda and changed in the bylaws. He also proposes a position
title change from CCO, civilian communications operator, to 9-1-1 dispatcher. The new
title is more appropriate for the position. Moore stated that after the budgets are
finalized, his next focus will be on the policies and procedures between both counties and
the PSAP. He will be meeting with the staff that are affected by the changes and getting
their input. He plans to conduct stay meetings with the staff. He wants to know why they
Ashland – Bayfield Consolidated PSAP
Board of Directors
want to stay and what their interests are. Moore has also started discussions on
transitioning leadership from the Sheriff’s Office to the PSAP Director.
5. Discussion and possible action regarding the FY25 PSAP Grant Application
Moore is now the point person for the FY25 PSAP Grant Application. Quaderer and Moore
have been working together to put together the application. Moore wants to focus on
purchasing training through the grant. He is also applying for some equipment and
software. The EMD software and training includes classes that are college credits.
Goudos-Weisbecker discussed the GIS portion of the grant. Each county will be applying
for their own GIS grant and what was being requested qualifies under the GIS grant but
may not qualify on the PSAP grant. Quaderer explained that the GIS portion will be
removed from the grant, leaving the $10,000 for consulting for the next year.
Motion by Abeles-Allison, seconded by Grady to approve the grant application with
modifications as Quaderer and Moore feel appropriate, that are allowed by the grant,
with the understanding that the respective counties are committing to a 10% share.
Discussion includes having flexibility in the funding requested.
Amended motion by Abeles-Allison, seconded by Grady, to include in the previous motion
up to a $50,000 adjustment. Motion carried, 5-0.
6. Discussion and Possible Actfon regarding PSAP designatfon resolutfon
Quaderer shared that previously, the counites signed their own separate resolutions. She
is requesting this board to approve and sign the PSAP designation resolution. This
resolution designates the Ashland-Bayfield Public Safety Answering Point as the PSAP for
both counties.
Motion by Abeles-Allison, seconded by Grady to approve the resolution 2024-02. Motion
carried, 5-0.
7. Discussion and Possible Actfon regarding FY25 PSAP grant resolutfon
Quaderer shared that this resolution states the board supports and approves applying for
the FY 25 PSAP grant.
Motion by Abeles-Allison, seconded by Grady to approve the resolution 2024-01. Motion
carried, 5-0.
Ashland – Bayfield Consolidated PSAP
Board of Directors
8. Discussion regarding the FY25 PSAP operations budget
Abeles-Allison shared that budget season has begun, and the consolidated PSAP budget is
due August 20th. The documents provided show the budget performance report to date.
The 100 account will be the main fund. The 242 account is the grant budgets. The 2024
grant was added to the 2023 grant, so it was amended to show that total. A total of about
$1.4 million, possibly $1.6 million after other expenses is projected for FY25. Abeles-
Allison believes it is important for the board to know that staff are working on this and
will have a budget proposal by August 20th. Zupke and Grady requested to add dispatcher
wages to the next agenda meeting.
9. Discussion regarding transition to ESInet delay due to lack of response from Lumen
Houck shared that ESInet is Next Generation 911. The issue that everyone is having,
including the state, is that all calls are routed through the Rice Lake tower, which is owned
by Lumen. Once Bayfield County is receiving those calls, it’s the first step to consolidation
and moving Ashland County over. Houck is asking this board and both county boards to
write a resolution to Lumen to push the project forward. Quaderer shared that the
contract they signed stated our trunks would be ready in time, and they are not. Both
Motorola and AT&T have expressed concern as Bayfield County needs to adhere to the
contracted timelines or we risk losing our project teams. If we lose this Motorola team,
we may not get them back until next year. Zupke believes we should go to a higher level in
the state as well. Quaderer wrote a letter that explains the situation for legislation. We
have 30 days until we are required by contract to have the circuits in place. This work was
supposed to be done in April. Abeles-Allison has contacted public relations but did not
receive an installation date. The state wants us to put pressure on Lumen. Moore
suggested reaching out to the CEO. Everyone likes the idea of letters instead of a
resolution. The committee expressed confidence and encouraged Quaderer and Moore to
reach out to the leadership of Lumen and BrightSpeed to elicit response and confirm
commitment on completing the SS circuits on time.
10. Mission Critical Partners recommendations for future transitions
Stacy Banker from Mission Critical Partners shared the options moving forward in
transitioning the leadership from the Sheriff’s Offices to the PSAP Director. One option is
to write a side letter or MOU where the director is transitioned into an administrative
position. This position will be where he is still in his current role but is over both PSAPs
and staff until they are physically located in one building. This will help with the oversight
in Ashland and the transition. Banker stated that the project is at the point that as you
transition from two centers to one, the director begins to take over the project manager
responsibilities. The project has moved from a planning project into execution. Banker
Ashland – Bayfield Consolidated PSAP
Board of Directors
offered to write up a draft MOU transitioning him into overseeing both PSAPS before the
full consolidation occurs. Zupke would be more comfortable with putting it down on
paper. Banker will draft something up for the next agenda. Quaderer shared that the
timeline to be fully consolidated is by January 1st. This MOU would give Moore the
authority to sign off on policies instead of requesting both Sheriff’s Offices. Zupke
inquired if Ashland County employees would still become Bayfield County employees as
of January 1st even if ESInet isn’t ready. Kavajecz has been in touch with the consultant
and finding wages and benefit comparables to present.
11. Adjournment: Motion by Abeles-Allison, seconded by Grady to adjourn the meeting at
11:49 a.m. Motion carried, 5-0.
Respectiully submitted,
Maria Renz
Bayfield County Emergency Management
2025 Ashland-Bayfield County Emergency Communications Center (Department #16)
1st Joint-PSAP in Wisconsin’s History – Planning since 2002 – 50/50 Cost Split between Ashland County & Bayfield County – Governed by Ashland-Bayfield County PSAP Board
The Ashland-Bayfield County Emergency Communications Center is dedicated to ensuring the safety and well-being
of those in need by delivering high-quality, professional, and compassionate support while coordinating timely
responses for emergency services to address critical situations promptly and accurately. The commitment to
excellence is driven by the focus to maintain the highest standards of service, integrity, and empathy while
contributing to the overall safety and resilience of the communities served.
An ECC (Emergency Communications Center), also known as a PSAP (Public Safety Answering Point), plays a
crucial role in emergency response and public safety. Here are the key responsibilities of the ECC:
Answering Emergency Calls
o Immediate Response: Answer emergency calls promptly, 24/7.
Calls must be handled efficiently and professionally to ensure timely assistance and response.
o Call Processing: Efficiently collect and process critical information from callers, including the location
of the emergency, the nature of the emergency, and any other relevant information.
Dispatching Emergency Services
o Resource Allocation: Based on the information provided by the caller, dispatch appropriate
emergency services (law enforcement, fire, EMS, other first responders).
o Coordination: Coordinate the response between various emergency services and ensure that they
have the necessary information to handle the situation effectively.
Providing Instructions & Support
o Pre-Arrival Instructions: Provide emergency medical instructions or other guidance to callers while
they wait for responders to arrive.
This can include life-saving instructions, such as CPR or first aid.
o Support & Reassurance: Offer emotional support and reassurance to callers during stressful
situations, helping them stay calm and focused.
Maintaining Communication
o Ongoing Updates: Keep communication lines open with field responders, providing updates and
additional information as needed.
o Information Sharing: Share critical information between responders and ensure that all relevant
parties are informed about the status of the emergency.
Data Management & Documentation
o Record Keeping: Maintain accurate and detailed records of all calls, dispatches, and responses.
This documentation is essential for both operational purposes and legal requirements.
o Data Analysis: Analyze call data and response metrics to assess performance, identify trends, and
improve service delivery.
Mission Statement
Ashland-Bayfield County ECC Responsibilities
2025 Ashland-Bayfield County Emergency Communications Center (Department #16)
1st Joint-PSAP in Wisconsin’s History – Planning since 2002 – 50/50 Cost Split between Ashland County & Bayfield County – Governed by Ashland-Bayfield County PSAP Board
Coordination with Other Agencies
o Interagency Collaboration: Work closely with other public safety agencies, including local, state, and
federal organizations, to coordinate responses and share information.
o Emergency Management: Participate in regional and national emergency management efforts,
contributing to broader public safety and disaster response initiatives.
Training & Quality Assurance
o Staff Training: Ensure that dispatchers and call takers are properly trained in emergency protocols,
communication skills, and the use of technology.
o Quality Control: Implement quality assurance measures to review performance, conduct evaluations,
and continuously improve service standards.
Technology & System Management
o System Operation: Operate and maintain communication and dispatch systems, including phone
systems, CAD systems, and GIS (Geographic Information Systems).
o Technology Upgrades: Stay updated with technological advancements and implement system
upgrades to enhance operational efficiency and effectiveness.
Public Education & Outreach
o Community Engagement: Educate the public about the proper use of 9-1-1 services, including when
to call and what information to provide.
o Awareness Programs: Conduct outreach programs to raise awareness about emergency
preparedness and response.
Emergency Preparedness
o Contingency Planning: Develop and maintain contingency plans for various types of emergencies and
ensure that the ECC is prepared to handle large-scale incidents or disasters.
o Regular Drills: Participate in regular drills and exercises to test and refine emergency response
procedures and ensure readiness.
In essence, the ECC is responsible for answering emergency calls, dispatching appropriate services, providing
crucial support and instructions, managing data, coordinating with other agencies, and ensuring continuous
improvement through training and quality assurance. These responsibilities are critical for ensuring an effective and
timely emergency response, which ultimately enhances public safety and well-being.
Ashland-Bayfield County ECC Responsibilities (continued)
2025 Ashland-Bayfield County Emergency Communications Center (Department #16)
1st Joint-PSAP in Wisconsin’s History – Planning since 2002 – 50/50 Cost Split between Ashland County & Bayfield County – Governed by Ashland-Bayfield County PSAP Board
Received proposals for a new CAD system and console furniture
o Xybix was chosen for the console furniture
o Motorola Flex was chosen for CAD
Created Workgroups to focus on different aspects of dispatch consolidation.
o Workgroups continued meeting regularly and were integral to the decision-making process.
Jaime Moore was hired as ECC Director, and he started on 01 July 2024.
The Bayfield County Dispatch Center was temporarily moved into the Bayfield County EOC while the remodel
of the ECC took place.
Ashland County and Bayfield County migrated from copper-wire 9-1-1 lines to the State of Wisconsin ESInet
powered by AT&T, bringing NextGen 911 to Ashland and Bayfield Counties.
In 2023, $833,330 was received through the PSAP grant for the consolidation project.
In 2024 an additional $1,213,270.89 was received through the PSAP grant bringing the total project budget to
$2,046,600.89.
The ECC Budget (independent of the grant budget) was utilized primarily for wages and benefits until July.
o The budget began to be utilized for daily operational costs after the Director was hired.
The Capital Improvement budget (242) was utilized to track all grant-related purchases and contracts.
As of August 2024, $262,968 was expensed towards grant related costs.
2024 Budget Notes
2024 Highlight of Department Activities
2025 Ashland-Bayfield County Emergency Communications Center (Department #16)
1st Joint-PSAP in Wisconsin’s History – Planning since 2002 – 50/50 Cost Split between Ashland County & Bayfield County – Governed by Ashland-Bayfield County PSAP Board
The newly created Ashland-Bayfield County Emergency Communications Center began operations as a
consolidated Center in late 2024, therefore the ability to measure success at this point is still evolving. However, the
ECC’s goals for the future involve evaluating factors related to efficiency, effectiveness, and overall performance.
The following goals for the Ashland-Bayfield County ECC are based on national standards of APCO (Association of
Public Safety Communications Officials) International, NENA (National Emergency Number Association), IAED
(International Academies of Emergency Dispatch), and Priority Dispatch. The following key metrics and measures
will be used:
Call Answer Times & Turnout Times: The time it takes for the ECC to answer a call and for emergency
services to arrive on scene. Shorter response times generally indicate a more efficient system. Goals:
o Call Answer Time: The average time it takes for a dispatcher to answer incoming calls. Rapid call
answering is crucial for addressing emergencies quickly. Both APCO and NENA have established
performance standards for 9-1-1 call answer times to help ensure timely and effective emergency
response. The general standard recommended by APCO is 90% of 9-1-1 calls should be answered
within 15 seconds. The established standard for NENA is 90% of 9-1-1 calls should be answered
within 10 seconds. Ashland-Bayfield County ECC’s goal is to meet NENA’s standard of 90% of 9-1-1
calls being answered within 10 seconds. This benchmark aims to ensure that emergency calls are
answered quickly, which is crucial for effective and efficient emergency response.
o Turnout Time (period from when an emergency call is received until emergency responders are
enroute to the scene): APCO and NENA both set standards in the context of emergency response,
primarily for fire and EMS services. APCO and NENA both recommend that 90% of fire/EMS
responses should have a turnout time of 60 seconds or less. Ashland-Bayfield County ECC’s goal is
to meet this standard in the context of emergency responders are either on their way to the scene, or
on their way to their department to get the necessary equipment to go to the scene. This standard is
crucial for ensuring that emergency services can quickly mobilize and respond to emergencies, which
is particularly essential for effective fire and rescue operations, as it is aimed at ensuring that the
response has reduced the time to intervention and improves outcomes for those in need of
assistance.
Goals for 2025
2025 Ashland-Bayfield County Emergency Communications Center (Department #16)
1st Joint-PSAP in Wisconsin’s History – Planning since 2002 – 50/50 Cost Split between Ashland County & Bayfield County – Governed by Ashland-Bayfield County PSAP Board
Call Volume and Handling: Metrics related to the number of calls received and how well they are managed.
This includes call abandonment rates and how many calls are handled within specific time frames.
o Call Volume: APCO and NENA use data-driven staffing models to ensure adequate coverage based
on call volume patterns. This includes analyzing historical call volume data to predict peak times and
adjusting staffing levels accordingly. Implementing shift schedules that align with peak call times to
manage high all volumes effectively and minimize response delays is essential. Regularly monitoring
call volume metrics, including call volume trends, peak hours, and average call handling times helps
in identifying patterns and making informed decisions about resource allocation, as does using
metrics to assess performance and quality, ensuring that call handling standards are met even during
high call volume periods.
o Call Handling: APCO, NENA, IAED, and Priority Dispatch all emphasize the importance of quality
assurance programs to maintain high standards in call handling. This includes evaluating call-taker
performance, adherence to protocols, and the overall effectiveness of emergency communications
processes, and using feedback for continuous improvement. It is essential for call-takers to efficiently
manage and process calls. Effective call handling includes quickly obtaining necessary information,
prioritizing the call, and dispatching the appropriate response units.
Dispatcher Performance: Regularly evaluating and analyzing overall dispatcher performance metrics, such
as accuracy, efficiency, call answer times, call processing times, the dispatcher’s ability to gather necessary
information quickly, effectively, and make appropriate decisions is crucial.
o This data helps to identify trends, measure effectiveness, and make informed decision about staffing,
training, and process improvements.
o This will be done by setting performance benchmarks and goals based on APCO, NENA, IAED, and
Priority Dispatch standards and best practices to guide dispatcher performance and ensure
continuous improvement.
o Setting and reviewing performance benchmarks helps maintain high standards and guide
performance improvement efforts.
o By adhering to these guidelines, the ECC can ensure that dispatchers perform effectively, leading to
improved response times, better service quality, and overall enhanced emergency response
operations.
o Regularly assessing these metrics helps the ECC to identify areas for improvement, make informed
decisions, and ultimately enhance our ability to respond to emergencies more effectively.
Goals for 2025 (continued)
2025 Ashland-Bayfield County Emergency Communications Center (Department #16)
1st Joint-PSAP in Wisconsin’s History – Planning since 2002 – 50/50 Cost Split between Ashland County & Bayfield County – Governed by Ashland-Bayfield County PSAP Board
Incident Resolution Times: The time from when a call is received to when the incident is resolved or when
services are no longer needed.
o There is not a specific numerical standard for incident resolution times like there is for call answering
or call processing times. However, APCO, NENA, IAED, and Priority Dispatch’s recommendations
generally cover key performance metrics related to the efficiency of emergency response and incident
management.
o ECC’s goal is to ensure that all stages of incident management – from call receipt to resolution – are
handled efficiently. Priority Dispatch is unique in that it provides specific standards and protocols to
ensure efficient and effective emergency dispatch operations. Their focus is on prioritizing and
managing emergency calls to ensure timely responses based on the severity of the incident. While
Priority Dispatch’s primary standards are related to call handling and dispatch times, these directly
influence incident resolution times.
Quality of Service: Assessing the overall experience of callers, including whether their needs were met and
if they felt they were treated with respect and urgency.
o The standards, guidelines, and best practices of APCO, NENA, IEAD, and Priority Dispatch are all
designed to ensure that the ECC provides efficient, accurate, and high-quality emergency dispatch
services.
o Quality of service standards are centered around several core principles: call answering time, call
processing time, adherence to protocols/policies/procedures, quality assurance,
training/certification/continuing education, technology and systems, stress management and wellness,
public education, performance metrics and reporting, and continuous improvement.
Accuracy of Information: How accurately and effectively information is relayed to emergency responders
and whether it leads to successful outcomes.
o The standards, guidelines, and best practices of APCO, NENA, IEAD, and Priority Dispatch are all
designed to ensure that emergency communications are precise, reliable, and effective.
o Accurate information is critical for dispatching effective emergency response and appropriate
resources deployment.
o The ECC’s approach to maintaining high accuracy in emergency communications includes the
following key elements: Protocol adherence, information gathering and verification, quality assurance,
dispatcher training/continuing education, technology and systems, accuracy of location information,
stress management and wellness, public education, and performance metrics and reporting.
o By adhering to these standards, the goal is to ensure that the ECC maintains high levels of accuracy
in emergency communications, which is essential for effective and timely emergency response.
Goals for 2025 (continued)
2025 Ashland-Bayfield County Emergency Communications Center (Department #16)
1st Joint-PSAP in Wisconsin’s History – Planning since 2002 – 50/50 Cost Split between Ashland County & Bayfield County – Governed by Ashland-Bayfield County PSAP Board
Training, Certification, and Ongoing Education: The level of training and certification that dispatchers
have, ensuring they are well-prepared for various types of emergencies.
o APCO, NENA, IAED, and Priority Dispatch all provide trainings, certifications, ongoing education, and
standards for professionals in the emergency communications field that focus specifically on 9-1-1
dispatchers.
o The IAED is a leading organization in emergency dispatch and call-taking certification. IAED provides
comprehensive training, certification, and ongoing education standards for professionals in the
emergency dispatch field.
o Priority Dispatch plays a critical role in dispatch training and call-taking accuracy and efficiency.
Priority Dispatch Systems (PDS), which include MPDS (Medical Priority Dispatch System) [also
known as EMD-Emergency Medical Dispatcher], FPDS (Fire Priority Dispatch System) [also known as
EFD-Emergency Fire Dispatcher], and PPDS (Police Priority Dispatch System) [also known as EPD-
Emergency Police Dispatcher] is a tool designed to ensure that information is obtained and relayed
accurately, as well as enhance the efficiency and effectiveness of emergency dispatch operations.
o Equally important trainings and certifications are offered and sought by ECC from 911TI (911 Training
Institute), AHA (American Heart Association), APC (Awareness Protective Consultants), and CIT
(Crisis Intervention Team) International.
o By adhering to these certification and ongoing education standards, 9-1-1 dispatch professionals will
be well-equipped to provide high-quality emergency services, stay ahead in the rapidly evolving field
of public safety communications, handle the demands of their roles, and contribute effectively to their
organizations and communities.
Technology Utilization: The effectiveness of the technology used, such as Computer-Aided Dispatch
(CAD) systems, and whether it supports the ECC’s operations efficiently.
o APCO, NENA, IAED, and Priority Dispatch have developed a set of technology utilization standards to
guide the ECC in effectively implementing and utilizing technology to enhance emergency response.
o These standards cover a range of technologies used in emergency communications, from Computer-
Aided Dispatch (CAD) systems to Next Generation 911 (NG911).
o These standards help ensure that technology in the ECC is used effectively to support the critical
work of emergency responders and improve public safety.
o These standards are crucial for ensuring that the ECC operates efficiently, maintains interoperability,
and leverages modern technologies to enhance emergency response.
o By following these technology utilization standards, the ECC can enhance operational efficiency,
ensure effective emergency response, and stay current with advancements in technology.
Goals for 2025 (continued)
2025 Ashland-Bayfield County Emergency Communications Center (Department #16)
1st Joint-PSAP in Wisconsin’s History – Planning since 2002 – 50/50 Cost Split between Ashland County & Bayfield County – Governed by Ashland-Bayfield County PSAP Board
Public & Stakeholder Feedback: Collecting feedback from the public and other stakeholders to gauge
satisfaction and areas for improvement.
o APCO, NENA, IAED, and Priority Dispatch have developed a standard as a guideline to help gather
and utilize feedback from the public and other stakeholders effectively.
o The goal is to improve the quality and effectiveness of emergency communication services by
ensuring that the feedback from users and stakeholders is integrated into service improvement, and
that it meets the needs and expectations of the community.
o Examples of what this standard typically involves:
Feedback Collection: Surveys, interviews, public meetings, other engagement strategies
Feedback Analysis: Procedures for analyzing the feedback received to identify common
themes, concerns, and areas for improvement
Action Planning: Guidelines for developing action plans based on feedback to address
issues and enhance service delivery
Implementation: Steps for implementing changes or improvements based on the feedback
and action plans
Communication: Best practices for communicating with stakeholders about the changes
being made and how their feedback has been used
Monitoring & Evaluation: Ongoing monitoring to assess the effectiveness of the changes and
to continue gathering feedback for further improvements.
Documentation & Reporting: Maintaining records of feedback, actions taken, and outcomes
achieved, and reporting this information to stakeholders as appropriate.
o The goal is to ensure that public safety communications services are responsive to the needs of the
community and that stakeholder input is systematically used to drive improvements.
Compliance with Standards: Adherence to industry standards and regulations, which helps ensure that
dispatchers operate within best practices and legal requirements.
o Compliance with APCO, NENA, IAED, and Priority Dispatch standards is crucial for ensuring that
public safety communications systems and processes meet industry benchmarks and effectively
serve the community.
o By adhering to these standards, the ECC can enhance its operational abilities and effectiveness,
improve service delivery, and better meet the needs of the communities served.
Goals for 2025 (continued)
2025 Ashland-Bayfield County Emergency Communications Center (Department #16)
1st Joint-PSAP in Wisconsin’s History – Planning since 2002 – 50/50 Cost Split between Ashland County & Bayfield County – Governed by Ashland-Bayfield County PSAP Board
The costs for ECC operations will be split through the Ashland-Bayfield County PSAP Consortium with each
county paying for 50% of costs.
The ECC applied for the FY2025 PSAP Grant through the State of Wisconsin in the amount of $291,219.
o This application covers costs related to server upgrades, training, back-up center equipment, and
further consulting with Mission Critical Partners.
o This application covers many costs related to dispatcher trainings and certifications as well. These
include:
911 Training Institute (911TI) Foundations of Emergency Mental Health Dispatching
911 Training Institute (911TI) Survive & Thrive: Core & Comprehensive Stress Resilience
Training
American Heart Associate (AHA) Basic Life Support (BLS) Training
American Heart Associate (AHA) Heartsaver First Aid CPR AED Training
Awareness Protective Consultants (APC) Telecommunication Operators Roles in Active
Shooter Events & Telecommunications Critical Incident Workshop
APCO Institute Communication Training Officer (CTO) Training
APCO Institute Communications Center Manager Training
APCO Institute Cybersecurity Fundamentals Training
APCO Institute Fundamentals of Tactical Dispatch
Crisis Intervention Team (CIT) International CIT Training for 9-1-1
Priority Dispatch Emergency Medical Dispatcher (EMD) Training
Priority Dispatch Emergency Telecommunicator (ETC) Training
NENA 9-1-1 Center Supervisor Program Training
NENA Emergency Number Professional (ENP) Certification
NENA Leadership in 9-1-1 Center Training
The 2025 ECC budget primarily consists of costs related to wages and benefits.
o It also includes costs related to 9-1-1 outreach in local school districts, training, database
management, and increased services to both Ashland and Bayfield Counties and Emergency
Responder agencies.
2025 Budget Summary
2025 Ashland-Bayfield County Emergency Communications Center (Department #16)
1st Joint-PSAP in Wisconsin’s History – Planning since 2002 – 50/50 Cost Split between Ashland County & Bayfield County – Governed by Ashland-Bayfield County PSAP Board
Ashland and Bayfield Counties have found an integrative solution which is extremely unique and special for our
beloved State. Being the first to a consolidated PSAP on this scale is remarkable, and the work that has been done
to this point has been phenomenal. However, the work is not done. The eyes of Wisconsin are on this project, and
we all want to make sure that we do it correctly. Legacy matters. 9-1-1 dispatchers are unlike any other profession
in Emergency Services. Dispatchers are not secretaries or social workers or police officers or fire fighters – they are
the 1st first responders, and they are on the front lines, blind. Dispatchers do no know what they will be responding
to when they answer the call for help. 9-1-1 dispatchers are professionals who play a vital role in public safety and
emergency response, as they are responsible for receiving, processing, and managing emergency calls to 9-1-1.
Their primary role is to coordinate responses from emergency services such as police, fire, and medical units,
ensuring that assistance is provided quickly and efficiently. A 9-1-1 dispatcher is a crucial component of the
emergency response system, acting as the vital link between individuals in crisis and the emergency services that
provide assistance to their communities. Their work requires a unique blend of skills, including strong
communication, quick decision-making, and emotional resilience, to manage emergencies effectively and ensure
public safety. Statistically, only 20% of the nation’s population have the ability and skillset required to be a 9-1-1
dispatcher, and of that 20%, only 2% of those people are currently serving in this capacity. Simply put, quality
candidates for this profession are extremely difficult to find, and even are even more difficult to retain. Here are
some compelling reasons why the 9-1-1 dispatchers of Ashland and Bayfield Counties should be compensated more
for their work:
1. High-Stress Environment
Emotional Toll: Dispatchers handle high-stress situations daily, dealing with life-threatening emergencies,
distress calls, and critical incidents. The emotional and psychological impact of this work can be significant.
Pressure: They must make quick, accurate decisions under pressure, which can directly affect the outcome of
emergency situations and the safety of individuals.
2. Essential Role in Public Safety
Life-Saving Decisions: Dispatchers are the 1st First Responder as they are often the first point of contact in an
emergency and play a crucial role in coordinating timely and effective responses from emergency services.
Operational Efficiency: Their ability to provide clear instructions, manage multiple tasks, and communicate
effectively with first responders ensures the smooth operation of emergency response systems.
3. Specialized Skills and Training
Technical Proficiency: Dispatchers use complex technology, including computer-aided dispatch (CAD)
systems, geographic information systems (GIS), and advanced communication tools.
Ongoing Training: They undergo extensive training in emergency protocols, crisis management, and
communication skills to perform their duties effectively. Continuing education and certification requirements
also contribute to their skill set.
What is a 9-1-1 Dispatcher? Why they DO deserve a significant raise.
2025 Ashland-Bayfield County Emergency Communications Center (Department #16)
1st Joint-PSAP in Wisconsin’s History – Planning since 2002 – 50/50 Cost Split between Ashland County & Bayfield County – Governed by Ashland-Bayfield County PSAP Board
4. Long Hours and Irregular Shifts
Work Schedule: Dispatchers often work long hours, including night shifts, weekends, and holidays. The
irregular hours and the need for constant availability can be demanding and disruptive to work-life balance.
Overtime: The nature of the job can also require significant amounts of overtime (sometimes forced
overtime), adding to the physical and mental strain.
5. High Responsibility
Critical Decision-Making: Dispatchers are responsible for the safety of individuals in emergency situations.
Their decisions can significantly impact the effectiveness of emergency responses and the overall outcome of
incidents.
Multitasking: They manage multiple calls, coordinate with various emergency services, and provide real-time
updates, all while maintaining accuracy and calm under pressure.
6. Workplace Challenges
Exposure to Trauma: Dispatchers are frequently exposed to traumatic events and distressing situations,
which can contribute to burnout and emotional exhaustion.
Staffing Issues: High turnover rates and staffing shortages are common challenges in the field, exacerbating
the workload and increasing the stress on remaining staff.
7. Comparative Pay
Industry Comparison: In many regions, the pay for 9-1-1 dispatchers does not reflect the high level of
responsibility and stress associated with the job. Comparing dispatcher salaries to those in other fields with
similar levels of responsibility and training often highlights discrepancies.
Retention: Competitive pay is crucial for attracting and retaining skilled dispatchers. Adequate compensation
can help reduce turnover rates and ensure that experienced professionals remain in the field.
8. Recognition and Value
Professional Recognition: Increasing pay helps to recognize the critical role dispatchers play in emergency
response and acknowledges their contributions to public safety.
Job Satisfaction: Adequate compensation can improve job satisfaction, which in turn enhances performance
and overall effectiveness in managing emergency situations.
We cannot afford to lose the dispatchers that are currently serving Ashland and Bayfield Counties. The cost of
training new dispatchers is high, and in many cases, more expensive than a wage increase. Experience and
longevity are critical in this profession. Increasing pay for 9-1-1 dispatchers is justified by the high-stress nature of
their job, the critical role they play in public safety, their specialized skills and training, and the demanding work
conditions they face. Better compensation would not only acknowledge their essential contributions but also help in
retaining experienced professionals and improving overall job satisfaction and performance. 9-1-1 dispatchers are
paramount to the health and safety of our community, they are often the reason our emergency responders make it
home safely to their families
What is a 9-1-1 Dispatcher? Why they DO deserve a significant raise. (Continued)
2025 Ashland-Bayfield County Emergency Communications Center (Department #16)
1st Joint-PSAP in Wisconsin’s History – Planning since 2002 – 50/50 Cost Split between Ashland County & Bayfield County – Governed by Ashland-Bayfield County PSAP Board
WAGE INCREASE PROPOSAL
Dispatcher Base Wage Increase to $25.00/hour + wherever they are in the Steps
o $52,000 per employee, per year
o $624,000 per year total (12 full time)
Lead/Supervisor Base Wage to $27.50/hour (3 full time) [10% more than those they supervise]
o $57,200 per Supervisor, per year
o $171,600 per year total (3 full time)
CTO pay for hours in an active CTO role
o $2.00 per hour extra while serving in an official CTO or classroom training role
~$1,600 per CTO, per year
$8,000 per year total (5 CTOs)
Undesirable Pay (6pm to 6am on Monday night-Friday morning and 6pm Friday night to 6am Monday
morning)
o $1.00 per hour extra while working these hours
$96.00 per week, per employee that works these hours
$4,992.00 per year, per employee that works these hours
~$24,960 per year total (4 employees on nights, maybe 1 Supervisor as well)
9-1-1 Dispatcher Wage Increase Proposal
Account Account Description
2024 Adopted
Budget
2024 Amended
Budget
2024 Actual
Amount
2024 Estimated
Amount 2025 Department
Fund 100 - General
REVENUE
Department 16 - PSAP Consortium (Joint Dispatch)
Intergovmt Revenues
Other State Payments
Payments for Municipal Services
47325 Ashland Reimbursement for PSAP (Joint Dispatch)47,585.00 47,585.00 20,914.93 47,585.00 617,854.00
Payments for Municipal Services Totals $47,585.00 $47,585.00 $20,914.93 $47,585.00 $617,854.00
Other State Payments Totals $47,585.00 $47,585.00 $20,914.93 $47,585.00 $617,854.00
Intergovmt Revenues Totals $47,585.00 $47,585.00 $20,914.93 $47,585.00 $617,854.00
Department 16 - PSAP Consortium (Joint Dispatch)
Totals
$47,585.00 $47,585.00 $20,914.93 $47,585.00 $617,854.00
REVENUE TOTALS $47,585.00 $47,585.00 $20,914.93 $47,585.00 $617,854.00
EXPENSE
Department 16 - PSAP Consortium (Joint Dispatch)
State Account 52606 - PSAP Consortium (Joint Dispatch)
Personal Services
50111 Department Head .00 .00 5,581.44 28,201.00 80,441.00
50121 Full Time 98,114.00 98,114.00 51,827.78 98,114.00 759,238.00
50122 Part Time (552.00)(552.00).00 .00 112,548.00
50130 Funeral Leave .00 .00 2,052.12 .00 .00
50131 Sick Leave Pay .00 .00 1,900.54 .00 .00
50132 Vacation Pay .00 .00 2,158.64 .00 .00
50135 Overtime .00 .00 6,571.62 9,000.00 20,000.00
50138 Holiday Pay .00 .00 293.76 .00 .00
50151 Fica/Medicare 7,506.00 7,506.00 5,219.28 9,663.00 74,375.00
50152 Co. Share Retirement 6,770.00 6,770.00 4,884.55 8,688.00 59,748.00
50155 Life Insurance 20.00 20.00 11.26 20.00 101.00
50192 Moving Expenses .00 .00 800.00 800.00 .00
Personal Services Totals $111,858.00 $111,858.00 $81,300.99 $154,486.00 $1,106,451.00
Health Insurance
50154 Health Insurance 49,401.00 49,401.00 13,445.19 49,401.00 331,082.00
Health Insurance Totals $49,401.00 $49,401.00 $13,445.19 $49,401.00 $331,082.00
Contractual Services
50225 Telephone .00 .00 390.55 .00 4,896.00
50225-001 Wireless 911 .00 .00 .00 .00 1,200.00
50226 Computer/Internet Access/Fax .00 .00 4,324.84 1,315.00 3,360.00
50240 Repair & Maintenance .00 .00 .00 .00 5,000.00
50290 Contractual Services .00 .00 144.00 300.00 92,205.00
Contractual Services Totals $0.00 $0.00 $4,859.39 $1,615.00 $106,661.00
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Budget Worksheet Report
Budget Year 2025
Account Account Description
2024 Adopted
Budget
2024 Amended
Budget
2024 Actual
Amount
2024 Estimated
Amount 2025 Department
Fund 100 - General
EXPENSE
Department 16 - PSAP Consortium (Joint Dispatch)
State Account 52606 - PSAP Consortium (Joint Dispatch)
Supplies and Expense
50310 Office Supplies .00 .00 .00 300.00 540.00
50311 Postage .00 .00 .00 .00 600.00
50325 Registration Fees & Tuition .00 .00 .00 .00 3,822.00
50330 Marketing and Outreach .00 .00 .00 .00 1,000.00
50332 Mileage .00 .00 142.71 500.00 3,985.00
50335 Meals .00 .00 .00 100.00 1,932.00
50336 Lodging .00 .00 .00 .00 3,840.00
50340 Operating Supplies .00 .00 .00 .00 222.00
50340-001 Promotional Items .00 .00 .00 .00 2,100.00
Supplies and Expense Totals $0.00 $0.00 $142.71 $900.00 $18,041.00
State Account 52606 - PSAP Consortium (Joint
Dispatch) Totals
$161,259.00 $161,259.00 $99,748.28 $206,402.00 $1,562,235.00
Department 16 - PSAP Consortium (Joint Dispatch)
Totals
$161,259.00 $161,259.00 $99,748.28 $206,402.00 $1,562,235.00
EXPENSE TOTALS $161,259.00 $161,259.00 $99,748.28 $206,402.00 $1,562,235.00
Fund 100 - General Totals
REVENUE TOTALS $47,585.00 $47,585.00 $20,914.93 $47,585.00 $617,854.00
EXPENSE TOTALS $161,259.00 $161,259.00 $99,748.28 $206,402.00 $1,562,235.00
Fund 100 - General Totals ($113,674.00)($113,674.00)($78,833.35)($158,817.00)($944,381.00)
Fund 242 - PSAP
REVENUE
Department 16 - PSAP Consortium (Joint Dispatch)
Intergovmt Revenues
State grants
Public Safety
43520 PSAP Grant 699,000.00 1,718,148.00 .00 1,718,148.00 .00
Public Safety Totals $699,000.00 $1,718,148.00 $0.00 $1,718,148.00 $0.00
State grants Totals $699,000.00 $1,718,148.00 $0.00 $1,718,148.00 $0.00
Intergovmt Revenues Totals $699,000.00 $1,718,148.00 $0.00 $1,718,148.00 $0.00
Run by Paige Terry on 08/16/2024 11:21:49 AM Page 2 of 4
Budget Worksheet Report
Budget Year 2025
Account Account Description
2024 Adopted
Budget
2024 Amended
Budget
2024 Actual
Amount
2024 Estimated
Amount 2025 Department
Fund 242 - PSAP
REVENUE
Department 16 - PSAP Consortium (Joint Dispatch)
Intergovmt Charges for Services
Local Departments
Public Safety
47320 PSAP Reimbursement from Ashland County 127,678.00 224,739.00 .00 224,739.00 .00
Public Safety Totals $127,678.00 $224,739.00 $0.00 $224,739.00 $0.00
Local Departments Totals $127,678.00 $224,739.00 $0.00 $224,739.00 $0.00
Intergovmt Charges for Services Totals $127,678.00 $224,739.00 $0.00 $224,739.00 $0.00
Other Finance Sources
Trans fr Other Funds
Transfer from General Fund
49201 Transfer from Other Funds 127,678.00 224,740.00 224,740.00 224,740.00 .00
Transfer from General Fund Totals $127,678.00 $224,740.00 $224,740.00 $224,740.00 $0.00
Trans fr Other Funds Totals $127,678.00 $224,740.00 $224,740.00 $224,740.00 $0.00
Other Finance Sources Totals $127,678.00 $224,740.00 $224,740.00 $224,740.00 $0.00
Department 16 - PSAP Consortium (Joint Dispatch)
Totals
$954,356.00 $2,167,627.00 $224,740.00 $2,167,627.00 $0.00
REVENUE TOTALS $954,356.00 $2,167,627.00 $224,740.00 $2,167,627.00 $0.00
EXPENSE
Department 16 - PSAP Consortium (Joint Dispatch)
State Account 52606 - PSAP Consortium (Joint Dispatch)
Personal Services
50111 Department Head 77,342.00 77,342.00 .00 77,342.00 .00
50151 Fica/Medicare 5,917.00 5,917.00 .00 5,917.00 .00
50152 Co. Share Retirement 5,337.00 5,337.00 .00 5,337.00 .00
50155 Life Insurance 17.00 17.00 .00 17.00 .00
Personal Services Totals $88,613.00 $88,613.00 $0.00 $88,613.00 $0.00
Health Insurance
50154 Health Insurance 23,104.00 23,104.00 .00 23,104.00 .00
Health Insurance Totals $23,104.00 $23,104.00 $0.00 $23,104.00 $0.00
Contractual Services
50210 Professional Services .00 .00 3,479.25 .00 .00
50225 Telephone 540.00 540.00 .00 540.00 .00
50290 Contractual Services .00 34,220.00 20,080.75 34,220.00 .00
Contractual Services Totals $540.00 $34,760.00 $23,560.00 $34,760.00 $0.00
Run by Paige Terry on 08/16/2024 11:21:49 AM Page 3 of 4
Budget Worksheet Report
Budget Year 2025
Account Account Description
2024 Adopted
Budget
2024 Amended
Budget
2024 Actual
Amount
2024 Estimated
Amount 2025 Department
Fund 242 - PSAP
EXPENSE
Department 16 - PSAP Consortium (Joint Dispatch)
State Account 52606 - PSAP Consortium (Joint Dispatch)
Supplies and Expense
50310 Office Supplies .00 .00 29.71 .00 .00
50332 Mileage 400.00 400.00 58.28 400.00 .00
50340 Operating Supplies .00 .00 3,668.95 .00 .00
Supplies and Expense Totals $400.00 $400.00 $3,756.94 $400.00 $0.00
Capital Outlay
50810 Capital Equipment 2,700.00 1,181,751.00 108,520.55 1,181,751.00 .00
50820 Capital Improvements 838,999.00 838,999.00 199,674.33 838,999.00 .00
Capital Outlay Totals $841,699.00 $2,020,750.00 $308,194.88 $2,020,750.00 $0.00
State Account 52606 - PSAP Consortium (Joint
Dispatch) Totals
$954,356.00 $2,167,627.00 $335,511.82 $2,167,627.00 $0.00
Department 16 - PSAP Consortium (Joint Dispatch)
Totals
$954,356.00 $2,167,627.00 $335,511.82 $2,167,627.00 $0.00
EXPENSE TOTALS $954,356.00 $2,167,627.00 $335,511.82 $2,167,627.00 $0.00
Fund 242 - PSAP Totals
REVENUE TOTALS $954,356.00 $2,167,627.00 $224,740.00 $2,167,627.00 $0.00
EXPENSE TOTALS $954,356.00 $2,167,627.00 $335,511.82 $2,167,627.00 $0.00
Fund 242 - PSAP Totals $0.00 $0.00 ($110,771.82)$0.00 $0.00
Net Grand Totals
REVENUE GRAND TOTALS $1,001,941.00 $2,215,212.00 $245,654.93 $2,215,212.00 $617,854.00
EXPENSE GRAND TOTALS $1,115,615.00 $2,328,886.00 $435,260.10 $2,374,029.00 $1,562,235.00
Net Grand Totals ($113,674.00)($113,674.00)($189,605.17)($158,817.00)($944,381.00)
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Budget Worksheet Report
Budget Year 2025