25H - DEVELOP COMM PLANS AND TRAINING AND EXERCISE PLAN FOR SOUTHERN PLANNING AREA

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SaalaAsaPoliceDeparlntettt Ittle~operablllty Cotwuttttlcations Cotrsrtltlitg, PJ~ase II one Mustoo. yours. GTSI--10-12549 v1.0 SAFECOi1t1 best practice governance models. Having worked throughout the SPA during the current contract, the GTSI Team will be able to utilize established relationships with the SPA membership and the Urban/ Operational Areas, a working knowledge and understanding of the SPA governance needs and challenges and make use of the information provided in Deliverables 3 and 4 of the current SPA contract, in order to speed up the development of the governance options and recommendations. The authority of the SPA governance structure should be narrow in scope and related only to defined operability/ interoperabiliry communication activities, such as equipment standards, training and evaluation, directives controlling compliance with NItI~IS/ICS standards and allocation of funds received for the region (for example the allocation of grant funds}• The by- laws will outline specific requirements for grant administration/ management, the development, submission and prioritization of investment justifications, the development of grant request, tracking and allocation/distribution of grant fiords. Additionally, the GTSI Team tivill conduct several different forms of outreach, to include meetings, personal intet•views and electronic data gathering (surveys) with key people within the respective Urban/ Operational Areas within the SPA, in order to determine and establish the operational requirements and needs far the SPA, and inform the Urban/ Operational Area representatives of the details of the project. We feel that an active outreach program at this point in the development of governance will aid in establishing awareness, promoting buy-in of the project in its earliest stages, improve participation and increase the amount and accuracy of the information gathered. 2.4 Charter The NECP Objective 1 and CaISCIP Goal 1 specifically require the establishment of formal decision making structures and clearly defined leadership roles to coordinate emergency communications capabilities and interoperable communications planning. Successful governance structures require the establishment of a chatter which clearly identifies and authorizes the governing body and establishes a cleat vision, mission and goals and ob}ectives. Associated with the chartet• is a clear set of by-laws which establishes the membership, voting requirements and the responsibilities of the individual members, makes provision for funding responsibilities! procedures and provisions for change to the Charter, if required. Recognizing that one of the primary functions of the SPA governing body will be to develop, justify and allocate the distribution of grant funds in support of communications interoperability, the GTSI Team will develop and recommend to the SPA for incorporation into the Charter By- laws amethod for measuring ail proposed projects competing for grant funding based on grant governance requirements, ability to meet interoperabiliry criteria at local, Regional, State and Federal levels and that project's ability to meet SPA goals. Based on that measurement, representatives will vote in accordance with the Charter By-Laws for the projects to be awarded funding at a regular or special meeting of the SPA Governing Body. -5- GT.Sf Confiderrtia! acrd Proprietary. Use or discJosrn•e of the data contained on this sheet is subject to the restrictions on the title page of this proposal. 25H-18