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Comprehensive Review of the Public Safety Communications Center Phase 2 Report
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  1. Comprehensive Review of the Public Safety Communications CenterPhase 2 Report County of Dane, WI February 12, 2009

  2. Phase 2 - Scope of Services • Management issues. • Operational issues. • Employee survey. • Best management practices. • Document progress on 2004 10-year strategic plan.

  3. High Quality Services and Continuous Improvement Many positive steps have been taken in the recent. Some of these were derived from the 2004 strategic plan while others were developed by staff as part of the continuous improvement efforts in the PSCC. The PSCC evaluates 3% of calls for service randomly. Of those disconnected prematurely, all but 0.065% (3) were called back. The Center has achieved the vast majority of nationally recognized best management practices - in most cases, minor modification to current approaches would result in compliance.

  4. Examples of Positive Changes Implemented Priority Dispatch (EMS and Fire). Installed new phone system. Random review of 3% of calls. Updated complaint review and investigation process. New CAD servers. New recording and information retrieval system. Budgeted for Priority Dispatch (Police) in 2009.

  5. High Priority Recommendations Enhance directive management procedures. Develop formal processes for evaluating service delivery requests from client agencies. Continue with focus on quality assurance, 3% case review. Implement new training program, which should result in full staffing when the fall 2009 class of trainees comes on line. Continue with on-going efforts to obtain and implement a new CAD system.

  6. Medium and Low Priority Recommendations Implement pre-recorded message for 911 calls between 3rd and 4th ring, assuring them that their call will be answered soon, and asking them to stay on the line. Adopt a comprehensive series of performance measures reflecting 911 service delivery objectives. Adopt several new policies that will improve on practices already in place (complaint resolution, policy development / distribution).

  7. Medium and Low Priority Recommendations Assess remaining strategic plan initiatives, and if still desirable, assign to staff for research and potential implementation. Implementation of phone tree technology to reduce the number of administrative calls coming into the PSCC. Add one support staff position to focus on providing analytical support to both the PSCC management team and to client agencies.

  8. 911 call pick-up. Call creation in CAD. Dispatch serious calls. 911 call back failure rate. Case entry compliance. Chief complaint accuracy. Key Questions Post-dispatch instructions. Pre-arrival instructions. Final coding compliance. Customer service. Community perception. Responder perception. Staff retention rate. Performance Measure Examples

  9. Status of the 2004 Strategic Plan The document was intended to be a 10-year strategic plan leading to continuously enhanced services. The PSCC is four years into the process and most (51 of 60) of the recommendations and strategies have been implemented from this proactive document. Of those remaining undone, several continue to offer the possibility of improved service delivery. Some are in progress (e.g., CAD replacement).

  10. Five Key Remaining Items CAD Replacement - process is underway but takes time. Integration of RMS - this is a process which requires negotiation and agreements which are sensitive for some agencies. Policy and procedure improvement - this process has been evolving and the Phase 2 report offers recommendations for continued improvement. Governance - there is an on-going committee and consultant effort underway to address these issues. Public Outreach - Development of a citizen’s academy for the PSCC should be assessed by staff for future development.