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SPENCER – Selectman on June 24 agreed to join the Central Mass. Regional Emergency Communication Center (formerly Rutland RECC).
The decision was made following results from a feasibility study, which explored the possibility of Spencer and neighboring towns establishing a new center.
Ultimately, joining an existing center was one of three options and became the chiefs’ recommendation.
Feasibility data presented
The 200-page feasibility study conducted by Mission Critical Partners, addressed the benefits and logistics of starting a regional center in conjunction with Auburn, Sturbridge, Charlton and Southbridge.
Statistics about Spencer, among other things, showed police staffing changing from 17 sworn personnel in 2004 to 18 in 2024. Calls decreased from 20 years ago, going from 25,616 to 22,065, largely because of the legalization of marijuana, according to Chief Michael Befford.
However, he said more time is spent on calls currently because of a rise in mental health issues and all that entails, including transportation to hospitals.
In the fire department, staff went from 41 on-call firefighters and a full-time fire chief to nine career firefighters, 31 on-call and a full-time chief over the past 20 years. Calls increased by 197% from 415 to 2,101.
Spencer Rescue Squad calls increased from 1,113 to 2,175. The emergency services nonprofit operates 24/7 now, while in 2004, the hours were 6 p.m. to 6 a.m.
Staffing changed from 2004’s two paramedics, two EMTs, 10 per diem and 20 on call EMTs to four full-time medics, three office staff, one EMT and 20 per diem staff in 2024.
Additionally, the (dispatch) communications center had a 38% increase with one dispatcher working each shift. The number of staff is the same as 20 years ago in Spencer.
Befford said that all five communities have difficulty filling vacancies and are experiencing high turnover rates.
Other findings outlined
The study indicated the five communities could work well together. It also noted four out of five towns had limited or no advancement opportunities for dispatchers. (Auburn has director and supervisor positions).
The five towns have operating expenses of $2,877,249 and 91% is personnel accounts of combined budgets.
Befford said other study conclusions are that the towns cannot expand capacity at their current locations and are vulnerable by lacking essential infrastructure and security measures for a 911 facility. If a storm “took out,” the stations, Befford noted there are no alternatives.
He said that two surveys were available for field responders, employees and citizens to fill out and express their opinions on possible regionalization of services.
Out of more than 11,000 people, 247 people responded, a rate that Selectman Gary Woodbury called “an embarrassment,” although unsurprising.
Most important to respondents are that dispatchers have excellent training, up-to-date technology and the ability to communicate responsibly. Less important to people is that dispatchers live in the town where they work.
Recommendation given to join existing center
Fire Chief Robert Parsons said he is “absolutely,” on board with the idea of joining an existing 911 call center, based in Rutland.
That center serves Rutland, Barre, Warren, Hubbardston and Oakham.
The towns involved in the feasibility study are not as far along in the process as Spencer, according to Parsons.
Town Administrator Jeff Bridges noted a June 30 deadline would have the initiative take effect one year to one and a half years from now.
Woodbury voiced his objections to having received the information so late and not having sufficient time to digest it. He also noted, “I wish we were more involved. To me, this is an embarrassment. Here we are at the witching hour, not knowing what went on all the way through.”
Parsons noted he had provided updates at meetings and said the chiefs and town administrators in five communities are the ones who met and came up with the recommendation. Spencer was the only town with a Selectmen liaison, (chair Jared Grigg), he said.
Spencer being the first to join the regional group and not knowing if others will in the future concerned Selectman Jonathan Viner. The financial obligations change depending on the number of communities that sign on to the agreement, he noted.
“Logically, you should assume we will see a savings doing this,” Viner said. “It does not give me a warm, fuzzy feeling that I don’t have hard numbers to look at.”
He asked Mark Moriarty, executive director of the Central Mass regional 911 district, to provide budget information on the “worst case scenario” if Spencer is the only town to ultimately join.
How this model is initially funded
Peter Kinnas, director of special projects for state 911, talked about how the Commonwealth would prefer towns sign on to existing centers instead of establishing new ones.
Taking the regional route bumps communities up to “priority one,” status for numerous grants and incentive measures, he said.
Through a development grant, the state pays 100% of the costs for the first three years of the program; 50% in year four; and 25% in year five. That amounts to $1.4 million to $1.5 million over five years, he said.
Kinnas said any state budget cuts would not impact the 911 program because it is funded through 911 surcharges on phones.
There is a $50 million award amount for existing regional operations and up and coming projects.
Kinnas said although there are financial benefits, “the driving factor needs to be public safety,” for 911.
Moriarty noted his agency went regional in 2009 and owns all infrastructure fully from state 911. He said the district plans to expand no matter what happens with other communities adding on.
He said he is looking for 15,000 to 19,000 square feet of space to grow.
Discussion also focused on keeping the lobby open in Spencer’s center for foot traffic and watching prisoners. Befford said this would likely be done by a combination of officers and the administrative assistant.
He is unsure whether the current dispatchers will move to the Rutland facility when the time comes.
But Moriarty said existing staff would have top priority in getting hired. There are also several opportunities for advancement available.
Bridges praised the current dispatchers and said this change is not a reflection of their work, but rather of changing times.
“The model we have is not going to survive over the next decade,” he said.
Bridges said regionalization would enhance services for citizens as well as the quality of communications the emergency respondents receive.
“This is good all the way around,” Bridges said.