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HomeMy WebLinkAbout9-1-1 Staffing RequestDate: February 24,2014 To: Board of County Commissioners From: Erik Kropp, Deputy County Administrator Re: 911 Staffing Request Staffing levels at 911 have been an ongoing issue both in tenus of turnover and the need for additional FTEs. This memo details the current staffmg situation, summarizes previous 911 staffing and operational studies, discusses staffing needs, and recommends the addition of 3 new Telecommunicator positions. Current Staffing There is a 6-8 month training period from the time a person is hired as a trainee until they begin independently call taking (answering 911 calls) and police dispatching. A high percentage of trainees do not complete the extensive in depth training period . Many times the employee decides he/she is not a good fit for the position. Other times, the employee is not performing at the required level. From its most recent recruitment, the agency plans to hire an additional four dispatchers in March 2014, which will put the agency at full staffing in tenus of dispatch positions . Staffing Studies A 1999 report by John Hartsock concluded that the Agency needed to add at least six dispatch positions. In 2005, Emergency Services Consulting inc. (ESC!) provided an operational assessment of the District. ESC! wrote in their report that they note " ... . a problematic staffing issue at Deschutes 9-1-1 that reaches across, and affects several operational areas within the center. Specifically, the call taking workload is significant to the point it is a risk management issue for dispatchers and ultimately the District." The report further notes that to make up the shortage of dispatchers, the District has been using supervisors on the console to fill positions. In addition, the National Emergency Number Association (NENA) provides a "Communications Center Staffing Tool." This staffing model program recommends the addition of9.5 FTEs based on call volume and even more based on workload. Recently, the Bend Fire Department received their lnsurance Service Office (ISO) report. The lnsurance Service Office is the leading source of infonuation concerning fire and casualty risk and provides fire department ratings based upon their ability to deliver fire protection services. This rating impacts insurance rates for homeowners and renters. In the recent Bend Fire Department ISO report, the department lost points due to 911 staffing levels. To receive the maximum number of points for 911 staffmg, 911 needed to average 11 telecommunicators on duty. When the report was filled out, there was an average of 8 telecommunicators on duty. Finally, Internal Auditor David Givans completed a staffing analysis of 911. The audit included the following recommendations: • In order to reduce the burden being paid for scheduled overtime, the District should consider building up staffing so there can be options for various types of schedules. • The District should consider sufficient staffing to cover absences, lunches and breaks without relying on supervisors to cover for telecommunicators. As noted in David Givans' audit, due to understaffing among Telecommunicators, 911 Supervisors are required to answer 911 calls. During 2012 (calendar year), 911 Supervisors answered approximately 12,500911 calls, taking time away from supervisory responsibilities. Staffing Needs 911 uses a four-team staffing model based on a 12-hour shift, either 7:00 a.m. -7:00 p.m. or 7:00 p.m. to 7:00 a.m. Each team consists of six dispatchers (Telecommunicator II or III) and a call taker (Telecommunicator I). In general, during a shift one dispatcher is assigned to the following positions: Bend Police, Sheriff's Office, Redmond Police/Sunriver Police/Black Butte Ranch Police, the 14 fire channels, breaks/lunches, call taker, and call taker for swing shift. This is considered the minimum staffing leveL Due to high call volume and employee absences, Telecommunicators IIIIII assigned to a police or fire channel also perform call taking duties. As a result, the police or fire dispatcher switches back and forth between communicating with their assigned police or fire agency and answering 911 calls. This practice leads to delayed responses to police officers requesting information (such as license plate checks, status updates on outstanding warrants, etc.), delayed responses to fire personnel, and slower response time to residents calling 911. Request The District recommends adding 3.0 FTE Telecommunicatorpositions. The addition of these positions will improve 911 service by helping to relieve police and fire dispatchers from also handling call taking duties. When relieved of call taking duties, a dispatcher can focus on communicating with their assigned police or fire agency instead of constantly putting either the public or police/fire personnel on hold as the dispatcher bounces back and forth between the two responsibilities. The District has three additional goals that are dependent upon additional staffing: being able to assign two dispatchers to the fire channels during time of heavy call volume; breaking out Black Butte Ranch Police and Sunriver Police channels from the Redmond Police Department position during peak hours; and moving dispatchers off of 12-hour shifts. The District will evaluate these needs and may request additional positions through the upcoming budget process or after a new director has been hired. Cost and Recommendation The total annual cost to add 3.0 FTE Telecommunicator II positions is $224,013. Funds are available within the existing 911 Service District budget to support these positions. Staff recommends Board approval of 3 FTE Telecommunicator II positions. If approved, staff will prepare a request to transfer appropriations.