Program Manager Update

In any large scale, multi-year project, there are peaks and valleys. Coming out of the summer, I had anticipated that we would be in full peak implementation mode, unfortunately we have hit something of a valley.

To ensure the stability, resiliency, and reliability of the new system, we required our platform vendor to perform thousands of acceptance tests, and while the vast majority of those tests have passed with flying colors, we have encountered a few issues that are taking longer to resolve than planned. For example, we designed a system load test that would require the system to operate, without error, at 100% capacity for 24 hours, with 1-hour bursts of excessive (150% capacity) call load. While the test passed, it did generate some unexpected system behavior and it has taken time to fully understand and correct that behavior.

Our guiding principles with this project have always been that no 911 call can be lost, and we can’t hope the system will perform, we must know that it will! I am confident that we are near resolution on the few remaining issues and will begin transitioning our PSAPs to the new system in the coming quarter.

Financial 

The years go by fast and the time to look forward is now. Although the 911 excise tax revenues are trending upward, so is the cost of technology.

The 911 revenue consistently has been over budget and through August 2023, King County is $1.23M better than budget. The Program Office is strategically forecasting a structural deficit through 2030, which means there will be intentional overspending of revenue. With a healthy cash balance, excise tax distributions to the PSAPs were increased this year. This level of spending is not sustainable even though it is much needed. Which is why the State is studying statewide increases to the 911 excise tax rate.

If successful, the fund will continue to remain healthy in the long term. It is important to plan now to obtain financial security in the future.

"By Failing to prepare, you are preparing to fail.” – Benjamin Franklin

Public Education & Outreach

“Individually we are one drop. Together, we are an ocean” the famous Japanese short story author Ryunosuke Satoro wrote roughly a century ago and it rings true to this day.

The 911 community in Washington State has fully embraced this concept. Last quarter, the King County 911 outreach team was highlighted for developing two new state-wide workgroups focused on staffing, retention, and resiliency. This quarter the outreach team elevated their reach with the decision to “Do the Puyallup.”

It was no small feat and required extensive coordination and collaboration with PSAPs from around the state. It required staffing the outreach booth from open to close for 20 days within a 24-day period. There were call takers, dispatchers, supervisors, hiring managers, directors, law enforcement officers, and even emergency management personnel who stepped up to ensure success.

The mission was to bring awareness to and educate community members on appropriate use of 911, the ability to text to 911 throughout the state, and the importance of knowing your location. In addition to the conversations about how and when to call 911, it was an opportunity to speak with folks who may be interested in seeking 911 as a career. There were hundreds of people who showed interest in learning more about the industry and how they can be a part of the 911 team.

The days were long, but it was worth it. The team is excited to “Do the Puyallup” again in 2024!

Excitement is Building

Fall is in the air, which means the holidays are right around the corner. It’s a good time to consider all the people who make life amazing!

The Platform Modernization Project is a great example of lots of hard-working people who are focused on ensuring the success of the project. It’s a little like sharing the Thanksgiving table with both sides of the family. The Project Managers are doing an outstanding job of communicating the status and ensuring everyone knows what is going on and who is responsible. The Techs from both King County and Intrado engage with the PSAP personnel to make sure the work progresses with as little disruption as possible. PSAP Operations and Technical teams coordinate access and ensure compliance with house rules for security, space, and power.

King County and Intrado are working well together in the “kitchen”. The platform is complex, it takes many disciplines, working in concert to test, troubleshoot, and configure the hundreds or thousands of settings to achieve the anticipated outcome. Everyone is doing their part, pitching in, asking for help where needed, and the excitement is building as dinner time approaches.