bureau of services - city of oaklandpcd jan 2011 feb 2011 out on leave 11 mo. long term leave pcd*...

Bureau of Services

Communications Section 7101 Edgewater Drive. Building #8

Communications Section Annual Report 2011

Communications Section 2011 Annual Report

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Table of Contents

I. Section Functions / Responsibilities ........................................................ 3

II. Staffing .................................................................................................... 4

III. Fiscal Management .................................................................................. 8

IV. Training Received and/or Provided ......................................................... 11

V. Significant Performances ......................................................................... 13

VI. Performance Data .................................................................................... 26

VII. Other Performance Data .......................................................................... 29

VIII. Plans and Goals ........................................................................................ 30

IX. Major Projects .......................................................................................... 32

Communications Section “Tradition of Excellence”


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I. Section Functions / Responsibilities

The Communications Section answers and evaluates various calls for service, dispatches resources or refers calls to the appropriate agency or organizational unit. The Section is the Public Safety Answering Point (PSAP) for the City of Oakland. Communications receives all emergency calls for police, fire, and medical service requests. It dispatches police resources and forwards other emergency calls to the appropriate agency. Similarly, the Section receives and evaluates non-emergency calls for police and City services. Services Provided • Answers 9-1-1 calls for service and calls on other emergency and non-emergency lines. • Transfers fire and medical calls to the Fire Services Agency. • Dispatches police officers, animal control officers, field civilians and on occasion Oakland

housing Authority and Oakland Public schools police. • Refers non-emergency calls to other Oakland Police Department units, when appropriate. • Responds to requests for audio CD copies of 9-1-1 and other incidents from the court,

attorneys, media and other persons. • Answers the Internal Affairs Division “24-Hour” Complaint Hotline after hours documenting

misconduct allegations or service complaints, notifying the Watch Commander and dispatching a supervisor if appropriate.

• Maintains and logs all the Use of Force incidents “24-Hour” in the City. Documenting

information and forwarding for reporting compliance. • Monitors the Shot Spotter equipment and creates calls for service if appropriate. • Conducts mandatory basic dispatch training for new hires and in-service training for entire

staff. • Supports tactical and other emergency operations via the Tactical Operations Support Team. • Provides service channel requests for field officers and City personnel when needed.

Callbacks, warrants checks and confirmation, Phone notifications and call documentations and follow up services.

• Attends and participates in Community meeting to provide training, awareness and educate

the community on the use of 911 services.


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II. Staffing

Staffing history: It is critical to the timely delivery of emergency services to maintain Section staffing.

At the beginning of fiscal year 2003-04, the Communications Section Police Communications Dispatcher (PCD) staffing was reduced from 92 to 73 positions in order to save City funds.

In 2005, one PCD position was cut bringing the Sections authorized full time employee

staffing to 72.

In late 2008 staffing was reduced by two PCD positions from 72 to 70 to save City funds.

Starting July 2004, the civilian supervisory (PCS) staffing was reduced from 5 to 4 positions.

On 16 Feb 1999, the City Council recognized the importance of maintaining staffing and

passed Resolution 74790 C.M.S. The Resolution found that “the 9-1-1 emergency response line is one of the most vital services provided” and that “there is a critical need to begin the testing and hiring without delay”. The funding for the hiring was provided through an “increase in General Fund revenues resulting from a utility user’s tax settlement”. However, in the last six years there have been only three job tests for Dispatchers.

In 2009 the Communications Section had all 4 Sergeant of Police positions filled.

However, one of the four positions has not been filled to date.

As of January 1, 2011 there were 60-staffed PCD positions and 10 vacancies. In Feb 11 10 Police Communication trainees were hired. This resulted in a staffing level of 70 Police dispatchers employed. Ten (10) of the eleven previously hired dispatchers graduated on 11Mar11.

2011 staffing classification: Authorized Number

Actual Number

Percent (+/-)

Lieutenant 01 01 100% Sergeant 04 03 75% Police Communications Supervisor 04 04 100% Police Communications Dispatcher 70 62* 88% Police Records Specialist 01 1 100% * Includes: 8 PCD’s on extended leave.


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2011 average monthly staffing level is 64.9: *Authorized staffing is 70

JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC 60 70* 69 67 66 66 66 65 64 62 62 62

2010 average monthly staffing level is 61.4:

JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC 56 56 65 65 65 65 63 62 60 60 60 60

Temporary Assignments: There were four assignments that required acting positions. Two Acting Sergeants for the vacant Sergeants position, one acting Police Communications Supervisor and one Acting Lieutenant for the vacant Commander position. One light duty Sergeant of police was assigned to the Communications Section on a temporary assignment.

Communications Section commander Lieutenant Carlos A. Gonzalez Light Duty/Loan Assignments: The Communications Section received several light duty assignment officers and civilian staff members. The light duty assignments were utilized for completing phone reports, audio recordings and administrative duties. The work completed was essential in completing projects and supporting the administrative staff. The Section received one civilian Animal control officer (ACO Scott Valladon) on a long-term loan. This officer contributed greatly to ensuring major projects were completed and documented. Officer Valladon conducted several audits, tracking of radio problems, equipment repairs and ensured frontline officers were serviced with radio equipment assistance.

• Four promotions were made that related to the Communications Section. Acting Lieutenant Carlos Gonzalez was promoted to Lieutenant of Police 10Jun11.

• Police Communications Dispatcher Ghitonna

Price was promoted to Police Communications Supervisor 12Nov11.

• Acting Sergeants Mike Valladon and

Sepohal Sem were both promoted to Sergeant of police. Sergeants Valladon and Sem were reassigned to the Patrol Division.

• Sergeant Leroy Johnson was temporarily

assigned to Communications and subsequently reassigned to the Internal Affairs Division.


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Staff Photos Display

The Communications Section Commander requested all staff members to participate in a staff photo opportunity for the Section staff wall. The photos were mounted in the main hallway entrance for all visitors to view when visiting the Communications Section. This provides all visitors the opportunity to see all the hard working staff members that contribute to the success of the Communications Section.

Long Term/ Injury/Illness Absences:

NAME LAST DAY HERE

1ST DAY GONE

RTRN REASON

PCD* Jan 2011 Jan 2011 Mar 2011 2 mo. Long Term Leave

PCD* Aug 2011 Aug 11 Oct 2011 2.5 mo. Long Term Leave

PCD Jul 2011 Jul 2011 22 Oct 2011 3 mo. Long Term Leave

PCD Jan 2011 Feb 2011 Out on leave 11 mo. Long Term Leave

PCD* Dec 2010 Jan 2011 29 Jan 2011 1 mo. Long Term Leave

PCD* Mar 2011 Mar 2011 15 Oct 2011 7 mo. Long Term Leave

PCD Jul 2011 Jul 2011 Dec11 4 mo. Maternity leave

PCD Aug 2011 Aug 2011 25 Sep 2011 1.2 mo. Long Term Leave

PCD May 2011 May 2011 Did not return 1 mo. Long Term Leave

PCD Oct 2011 Oct 2011 Out on leave 2 mo. Maternity leave

*indicates same person


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Voluntary Separations, Discharges, Retirements:

NAME LAST DAY HERE

1ST DAY GONE REASON

PCD 29 Aug 2011 30 Aug 2011 RESIGNED

PCD Trainee 22 Apr 2011 23 Apr 2011 RESIGNED

PCD 1 Mar 2011 5 Mar 2011 RECLASS TO RECORDS

PCD Trainee 19 Apr 2011 23 Apr 2011 SEPERATION 7 May 11

Police Communication Supervisor

14 Sep 2011 18 Sep 2011 RETIRED Sep 11

PCD Trainee 2 May 2011 6 May 2011 SEPERATION 8 Jun 11

PCD 14 Sep 2011 18 Sep 2011 RETIRED Sep11

Sergeant of Police 8 Jul 2011 9 Jul 2011 Promotion Transfer/ Patrol

PCD Trainee 1 Mar 2011 Nov11 RECLASS to Accounting

PCD Trainee 1 Mar 2011 Nov11 RECLASS to CID

One Police Communications Dispatcher and One Police Communications Supervisor retired in 2011.

Two Police Communication Dispatchers resigned and two Police Communications

Dispatchers were separated from employment.

The overall attrition rate for the Communications Section in calendar year 2011 was 15.72%. Attrition was due to two resignations, two retirements, two separations and three reclassifications. There were eight PCDs off on long term leave during the 2011 calendar year. One dispatcher rehired to OPD from another agency.

Staff shortages are developed in the process of training new dispatchers. 2 of the 10 hired

dispatchers were reclassified to other departments within the City. There is a 43-week training program a POST mandated 3 week training academy and a one-year probationary period for Public Safety Dispatchers.

Authorized staffing

level

2011 Avg.

monthly staffing

level

Avg. Monthly

Long Term leaves

Monthly Avg. Sick /FMLA

leave

Trainees 43-week training period. Separations Rehire

Available staff usage

70 64.9 ‐2.8 ‐3.8 ‐10 ‐9 +1 64%


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III. Fiscal Management

The following table shows the Communications Section FY 2010/2011 Budget

2010/2011 Categories Budget

Appropriation Actual

Expenditures Difference/Available

O&M $36,705.00 $34,467.00 2,238 Personnel 7,951,407 7,745,193 206,214 Overtime 528,778 867,100 (338,322)

Internal Support 1,020 43 977 Total: 8,517,911 8,646,803 (128,893)

The following table shows the Communications Section FY 2011/2012 Budget

2011/2012 Categories Budget

Appropriation Actual

Expenditures Difference

O&M 36,101.52 36,392.53 (291.01) Personnel 8,079,410.00 8,584,430.49 (505,020.49) Overtime 599,898.06 1,199,421.42 (599,523.36)

Total: 8,715,409.58 9,820,244.44 (1,104,834.86) The Fiscal Services Division provided the above figures for O&M expenditures. The Communications Section O&M budget reflect funds (54919), which are obligated for agency contracts. These agency contracts are for Language Line, a Non Emergency translation service.

Police Communications Dispatcher #84 Natalie Stallworth


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Contributing factors to produce a negative balance of Sworn and Civilian Staff Overtime

Sick /FMLA leave: Staffing was severely impacted with sick leave and FMLA use . The Communications Section was at full staff of 70 civilian dispatchers on paper on 28Feb 2011. Shortly after several personnel changes occurred and reduced the over all staffing level. There was an average of 386.7 hrs. of sick leave per month during the 2011 year. 12.8 hrs. per day. Hours Days 10hr. Shift impact 2011 FMLA/ Sick Leave used 4,640.80 193.36 ‐464.08

Average monthly 386.7 16.11 ‐38.67 Weekly 88.94 3.7 ‐8.86 Daily 12.8 0.4 ‐1.2

Sworn and Civilian Overtime expenditures reflect a staffing shortage of dispatchers, civilian supervisors and a vacant Sergeant position.

Mandatory Overtime is a substantial contributing factor to increased overtime usage.

Backfilling for training assignments, long term leaves, sick leave, CTO training, vacations, maintain adequate staffing levels and TOST operations are all elements of impacted staffing levels that required several weeks of Section Mandatory overtime for all staff members. Overtime for both civilian and sworn is primarily authorized by the Section Commander to backfill for absences due to authorized leaves and illnesses, as well as, to alleviate situations where staffing shortages will seriously impact the safe and efficient operation of the Public Safety Answering Point.

Backfill for CTO/Training new dispatchers: Training is conducted at the

communications section utilizing Communications Training officers on staff. Overtime is utilized to back fill when the CTO is working with the trainee. This was done for the first 1-20 week training period. Training weeks 20-40 are reduced to 2-4 hour increments of dispatch training. CTO’s occupied with trainees produced a reduction in serviceable dispatchers while training was conducted.

Hours Days 10hr. Shifts impacted

2011 Training w/CTO 8,640.00 360 ‐864 Average monthly 720 30 ‐72

Weekly 165.58 6.89 ‐16.55 Daily 23.67 0.9 ‐2.3


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Other Contributing Factors Impacting Overtime Usage:

High Dispatcher Position Vacancy Rate Currently our dispatcher vacancy rate (8), including various long term leaves (8), monthly average of Sick Leave/FMLA leaves (3.8), and employee separations (9) equal approximately 64% use of available full staffing level. Despite this considerably high vacancy rate, Section supervisors constantly monitor overtime expenditures to use existing staffing appropriately. Supervisors monitor the calls for service and staffing levels to match the appropriate amount of overtime use. At times the supervisors are forced to “Tap” staff members. (Tapping is when employees are requested to work an extension of shift on overtime to cover staff shortages.) This is done as a last resort but supervisors are challenged with maintaining a safe and effective staffing level to provide service to the citizens of Oakland and members of the Oakland Police Department. TOST Training and Deployment Backfill

The Tactical Operations Support Team (TOST) had 35 deployment incidents that required the use of existing communications staff. The TOST team is comprised of 10 Police Communications Dispatchers (PCDs) and a Police Communications Supervisor (PCS) as a team leader. When deployed or conducting training, TOST deployments account for approximately 10% of the total dispatcher staffing. Positions vacated by TOST team members when in training or deployed have to be backfilled by other dispatchers to ensure proper staffing levels and to provide timely customer service to the City and the Department.

Delay to Answer In-Coming Calls

Due to the decreased staffing and training of new dispatchers, the Communications Section call answering speed for 911, seven-digit emergency and non-emergency lines continues to fall short of the recommended goal of ten (10) seconds average answering speeds for emergency calls for service. The 2011 average answering speed is 16.6 seconds compared to 16.3 for 2010. This delay is due to lack of available PCDs to answer the in-coming calls. PCDs on mandatory overtime are used to fill positions open due to scheduled leaves. (such as vacations) Special operations, and un-scheduled leaves (sickness, family leave, injuries, etc.).

In-Coming Calls - Performing Other Duties

In addition to its regular responsibilities, the Communications Section has been tasked with duties from other units which added to the Complaint Operator duties further increasing the delay in answering 911, seven-digit emergency and non-emergency lines. These additional duties include; answering the Internal Affairs Division “24-Hour” Complaint Hotline after hours, documenting misconduct allegations/service complaints, handling a large volume of reported complaints related to various protests and demonstrations in the City. The continuous training of new and senior dispatchers in handling the duties necessary to answer the Warrants line, tows and Teletype.


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Administrative Support The Communications Section Training Coordinator position is assigned to a Police Communications supervisor. Two Communications Training Officers were selected as assistant training coordinators to the training coordinator. The purposes of the assistant training coordinators were to reduce the workload of the Training coordinator and the development of the selected CTO’s. The Admin supervisor assigned as the Administrative/Technical Coordinator retained most of the duties as well as assisting with floor supervision duties. A dispatcher was selected to assistant the Admin Supervisor during available duty times as needed. An Administrative Assistant was transferred to the Communications at the end of 2011 to absorb the duties of Admin supervisor to free the Admin supervisor for major Section projects and provide experienced floor supervision and development of supervisory and dispatcher staff. The training transition period of the Admin assistant continued thru the start of 2012. An additional administrative assistant was transferred to the Communications Section Admin unit to absorb the duties of the assigned Police Records Specialist. The admin assistant will be trained to manage the Section payroll, and administrative tasks. The previous PRS had been reassigned to the Section to the Warrants desk duties. This move was conducted to relieve the use of dispatchers to cover the Warrants and Teletype duties.

IV. Training Received and/or Provided by Section Personnel

During 2011, the Section began the cycle of POST mandated in-service training for dispatchers. The following training was provided in 2011.

2011 Communications Section Training Roster Training Program Hours Number of Personnel In-Service Training for New Sergeants 120 1 Sgt (Sem) In-Service Training for New Supervisor 120 1 PCS (Price) In-Service Training for New Trainees 120 10 PCD’s POST Leadership Strategies 8 1 PCS (Harris-Gilyard) POST PSD Communications Technology 8 1 PCS (Harris-Gilyard) POST Critical Incident Stress Manage 27 1 PCD POST Communications CTO Course 40 3 Dispatchers IAD 2 4 PCS, 3 SGT’s POST Basic Dispatcher Course 120 12 PCD’s POST CPT First/Aide CPR 4 16 Dispatchers POST CPT Legal Update 2 30 Dispatchers POST CPT InterComm 2 30 Dispatchers POST CPT Ethical Dilemmas 2 30 Dispatchers POST CPT Identity Theft 5 9 Dispatchers POST Communication Keeping the Edge 2 9 Dispatchers


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Training Program Hours Number of Personnel POST CPT Gangs in Patrol 3 9 Dispatchers POST Basic Dispatcher Course 80 7 Dispatchers

** Number of training hours would be for each employee listed under “Number of Personnel”

Dispatchers Kasi D’Aloisio #43 and Monica Cedillo #16

All Dispatchers were scheduled to attend a day of classroom training in the Officers CPT course. The classes were an opportunity to update dispatchers to meet the POST requirements for mandated training. Communication dispatchers were able to attend Officers CPT and share information and learn in the classroom as co-workers with officers. This was a tremendous opportunity to share information and ideas with the front line officers and a positive way to develop solid working relationships with Dispatchers and Sworn field officers. Dispatchers were also utilizing the use of laptop computers installed at the work stations to access the POST portal training sites for POST mandated training credit. Teletype training: Dispatchers have received several hours of Teletype training to cover the Warrants desk. The dispatchers had the responsibility of monitoring and performing the Teletype duties as of Feb 2011. The Training has been continuous throughout 2011. Dispatchers continued to receive training during 2011 on the Teletype/warrants desk to be efficient in performing these duties. CTO School: In February the Communications Section held a two day twenty hour CTO training course. This course was designed to develop the current Section’s CTO’s. twenty CTO’s attended the course and completed the training.


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46 inch Training monitor in Line up room

A 46-inch information/training monitor has been added to the Communications Section line up room. The monitor has been added to provide the staff with updated line up presentations and training information. A laptop and desk computer was added to provide access to the Internet for live time presentations and obtaining information from available Internet resources. Training DVD’s and presentations could also be played and displayed for staff development while in line up. This provides opportunities for employees to be aware and updated on Departmental policies and procedures.

V. Significant Performances

• Training and retention: Ten new Police Communication Dispatchers (PCD) were hired on

February 5, 2011. At this time all ten are still employed with the City of Oakland. Two trainees have been reclassified in Nov 2011 to other departmental units, seven have completed their training and one remains in training. The retention rate for training is 80% for Police communication dispatchers. The Training Program developed and maintained in an exemplary manner by the current Section Training and NSA Compliance Coordinator Police Communications Supervisor (PCS) Ametrius Sidney. PCS Sidney has produced tremendous results for the past two training classes. The retention and completion rate for the past two classes Dispatcher training classes is 85.5%. The retention rate of trainees to remain employed with the City of Oakland is 95.5 %.

PCS Ametrius Sidney’s restructuring and addition of the three-week preparation/introduction period has proven to be very effective. The 3-week training program in addition to the 40- week training is to assist in developing the knowledge and skill set of Police Communications Dispatch Trainees before they are placed in a live environment. This has been a significant accomplishment in the history of training in the Oakland Police Department. This Feb 2011 group of trainees has responded well to the training and continues to contribute to the success of the Oakland Police Communications Section.


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• Answering speeds: The highest answering speeds occurred in the month of Mar 2011 at 19 seconds and high periods of Jun, Jul and Aug 2011 with the average of 18 seconds. The staff was challenged to recover from the high response rate and produced a quick turn around the following month of Sep-Dec with a low of 13 seconds in Oct and 14 seconds in Dec. Currently the average answering speed is still above the State recommended guidelines of 10 seconds for 9-1-1 calls and the City Council’s specified goal of 6 seconds. Mandatory Overtime was utilized to sustain consistency of adequate staffing level. Proper staffing is necessary to reduce answering speeds significantly.

Average Answering speeds for 2011 by month were 16.6:

JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC 16 17 19 17 17 18 18 18 17 13 16 14

Average Answering speeds for 2010 by month were 16.3:

JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC 16 15 16 16.67 16 17 15 18 17.67 21.33 14.67 15

• GRANTS: On 26May 2011 The Oakland Police Foundation donated and sponsored the

purchase of 70 new headsets to replace the current headsets used by dispatchers. This was done to improve the reception of incoming calls for service and communications with the citizens of Oakland. This upgrade in equipment was a tremendous improvement in the quality of reception and transmissions with Citizens and front line Police Officers.

New Wireless dispatch amplifiers Dispatcher Leslie Liew # 26 with new Headset

The Foundation also funded 22 wireless dispatch amplifiers for the complaint unit. This advancement in technology allowed dispatchers to sustain clear and complete transmissions without cord damage, wire shortage or poor connection. Dispatcher is able to make the proper supervisory notifications utilizing the wireless headset without unplugging from the consoles.


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Dispatcher Nicole Ruff #78 Dispatchers are able to walk to the watch supervisor’s office for a timely notification with the wireless headsets. The wireless headsets allow dispatchers to become mobile to research additional resources within the Communications Section.

• Policies and Procedures: A review of the Section’s policies and procedures continue to be

reviewed, updated and published for staff members for proper guidance and development. Changes will address current operating procedures and resources, improve professionalism, and maintain the highest level of customer service standards and to remain in compliance with the Negotiated Settlement Agreement (NSA).

• PowerDMS: The Communications Section Staff continued to have consistent improvements

and remain in compliance with POST mandated Power DMS training. Eleven (11) laptops computers were installed to improve the training requirements of Power DMS. The laptops were installed also to provide dispatchers with additional resources available to aid dispatchers in the performance of their duties. The following are examples of the resources utilized by dispatchers with the laptops installed at the work site of the complaint unit.

Check Power DMS training Check departmental Email per department policy. Check Telestaff calendar. Review POST DVD training. Assist citizens with On-line reporting to navigate. Complete POST mandated training by using the POST portal for certified training. Assist and navigate citizens with Departmental and City website for information and

resources.

17 Plantronics corded Encore Pro monaural headsets 28 Plantronics corded Encore Pro binaural headsets 25 Plantronics Tristar Headsets Total: 22 Plantronics wireless dispatch amplifiers 15,344.97


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Fone finder to locate cell phone information related to calls for service. White pages for locating numbers and addresses for confirmation. Carfax to verify vehicle VIN’s for service calls. Latitude and Longitude of a point for tracking of phone calls and service. Ask.com Google Earth for mapping and locations identity.

Communications Section 3rd watch Squad B 1600-0200

• 4-10 Squads: The 2011-year began with the entire staff utilizing a 4-10 schedule plan.

The purpose was to establish the following:

Accountability of supervision, Span of control, supervisor with exact day s off as staff., Consistent dissemination of information from supervisors and management, Provided a start of watch briefing to share information while providing updates of timely

information Brief training opportunities to review policies and procedures to staff. The schedule had three days a week overlap days (one per watch) to provide training

opportunities for staff development or days off request. The scheduling of training was not optimal and the reduction of staff, training of trainees, long term leaves, and sick leaves created a staffing level of 64% available to work the schedule. The schedule did not have the opportunity to be measured fairly based on those contributing factors. The feedback was positive with staff members during periods when staffing was adequate. Team building incidents existed and supervisors were able to create teamwork opportunities. 2011 was


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the first year of the pre-shift-Line ups. Due to the staffing levels and employee absence rate the 4-10 schedule was not an effective solution for the following year. The Section Commander has identified a schedule that would maximize to use of existing staffing. The previous 4-10 schedule did highlight some very positive traits. The 2012 staff schedule will include a majority 4-10 schedule but be supplemented with a 5-8-schedule mix to accommodate proper staffing levels during high volume productivity periods. The IAD Daily Incident log The IAD Daily Incident log is maintained in the Communications Section. The Communications Section supervisors are responsible for entering and documenting all complaints reported to the Department delivered by incoming calls, field supervisors or internal departmental complaints. The supervisors are tasked with capturing all necessary information to remain in compliance with NSA TASK 5.5. The logs are audited daily for full compliance. Communication Supervisors are completing the daily log and forwarding to IAD daily. The Communications Section has continued improve in the documentation and maintaining the log in compliance. Use of Force log: The Communications supervisors continue to document and log all reported Use of Force incidents reported by field supervisors. The log is forwarded daily to IAD. The Communications Supervisors continue to maintain the log and audit the logs daily prior to forwarding to IAD for full compliance.

Communications Daily Line up room

Daily line-ups are continuing at the start of each shift for staff members. The purposes of the line-ups are to provide the dispatchers with the following:


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Opportunity to receive important updated information from department sources. Provide consistency of information to staff members. Proper direction and accountability of supervision of staff. To support proper span of control, Provide a venue to have training opportunities and provide timely information on current

incidents or operations prior to duty. This is a very vital opportunity to maintain consistent communication with the staff . The

line -ups provide a 30 minute overlap of each shift and can be used to review any policies and changes in daily operations for proper teamwork and use of resources.

Specific Accomplishments to Note

Section personnel answered over 9,436 calls per person for service, on average this is one of the highest levels of per person service in the U.S.

The Tactical Operations Support Team (comprised of Dispatchers) responded to 35 incidents including 16 Blue Alert call-outs, which are high-risk incidents. Several large-scale protests, demonstrations and Entry team call outs were continuous during the 2011-year. Team leader Police Communication Supervisor Eugenia Oliver coordinates the TOST Team.

Changing of Radio system and Implementation of new P25 Digital radio system The Oakland Police Department Communications Section has experienced challenging times with its radio system. As of 5Jun11 the Oakland Police Department recently implemented the use of its new P25 Digital Simulcast radio system. The recent findings of the Alameda County Grand jury report indicate the change has been long overdue. The previous 17 yr. old EDACS Analog radio system had been continually failing and causing hazardous situations with field personnel. The Analog EDACS radio system radio was not reliable and presented the following problems:

Over 380 recorded and reported Dead spots in the City Radio site failure at SENECA Radio site failure at APL Poor radio reception in numerous areas of the City Intermittent Radio failure during radio operations Overload of radio channels causing queuing. Emergency button activation failures

Numerous incidents have been reported and newsworthy on the local news media. Every incident has been reported to the City of Oakland radio shop for repair. Callouts of standby technicians had been the normal operating process. Each incident had been reported to the Oakland police executive staff, Department of Information Technology and City government officials. The repeated radio problems have raised concerns of the City DIT radio Technicians response. Their answers to fixing the radio deficiencies were insufficient. Continuous repeated radio problems raised immediate concerns if the limited solutions applied were adequate or correct.


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Radio incidents clearly indicated the system was outdated and quick fixes were not the answer. Feedback from the City radio shop also indicated in some cases the problems were user error. Filed units were forced to use alternate means of communication and modify police response. As a result Officer Safety and a lack of confidence in the radio operating system became the immediate concern. Daily CAD radio Logs and radio failure notifications have been developed to document the incidents and track activity. The Technicians were frequently unable to provide sustained solutions. The Communications Section has implemented the following to combat the challenging radio issues.

Back up radios with external speakers and desk mic installed. Daily hourly Radio audits. Reports sent to radio shop daily. Upgrade headsets. (Purchase top of the line to improve listening) New P10 cables to improve connectivity to radio system. Monthly radio working group meetings with City DIT staff and BFO personnel. Entering reported Dead spots in the CAD system for officer notification.

NEW P25 Radio System: The current P25 simulcast radio system has had challenges in the transition period. Since 5Jun11 the following problems had been identified and reported.

Radios staying on CCSCAN drawn to GWIN site. (Issue resolved by not utilizing GWIN site by Techs on 7Jun11)

Mass radio upgrade of software during day of large operation (Operation “Release” 12Jun11)

Upgrade and reprogramming of entire vehicle fleet (15Jun11-continues) Replacing of outdated radios in vehicles and motorcycles (15Jun11-continues) Additional Mass radio upgrade and software update (15Jun11-continues) Radio bleed over to other channels caused by duplicate lids (programming error

caused by duplicate LIDs as reported by City DIT) Reported new dead spots (City DIT to confirm Dead spots) Poor reception at Police Administration building, Eastmont and Oakland Coliseum.

(BDA antenna’s needed at these locations for effective communications) Education and awareness training of new system. (Techs respond to line ups to

provide information of radio problems and prevention) Battery life and use. (Reconditioning of batteries)

The Communications Section continued to report and document all radio issues. Radio notifications were distributed for updates and advisements to Departmental executive staff and city government for awareness of current radio issues. Daily hourly audit reports and reporting has continued to be distributed to the City DIT radio shop for awareness and notification for proper reporting of daily incidents.


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Monthly radio working group meetings to develop and identify solutions to sustain a reliable radio system have continued to take place. The City DIT shall provide detailed communication and awareness updates to frontline officers to ensure a quick and satisfactory response. Since 5Jun11 the transition period had been expected to take 4-6 weeks for full implementation of the new P25 Simulcast system. Reported problems have been a direct result of either outdated software, programming errors, use of upgraded radios mixed with non-upgraded radios in the field or damaged un-serviced radios. Until the City and the Department is able to reprogram and upgrade 100% of its existing handheld radio inventory and vehicle fleet with the necessary software, the opportunity to evaluate the radio system will be futile. The following impacts the transition period and contribute to delays:

The numerous changes and adjustments have been a disruption of daily Police service operations.

Information and advisements from the City DIT and Harris Daily Wells for the entire department has been changing and challenging.

Delays in the transition process revealed deficiencies to include poor record keeping of equipment on hand or assigned to the department.

An accurate inventory of all assigned radios and vehicles with the type of equipment installed in vehicles.

An effective Battery and Radio reconditioning program is necessary to ensure proper service and reliability of radio equipment.

A solid Back up radio plan is necessary to achieve a coordinated emergency response. The following information provides an update snap shot of the current radio status:

Since 5Jun11, (the start of the P25 radio system) we have had 3,929 reported radio problems from field personnel.

From 5Jun-4Aug we have had 1,876 reported incidents. Averaging 938 incidents per month for the first two months.

On 4Aug. a meeting was held with the presidents of Harris radio and Daily Wells. Agreements were made that improvements would occur in the following 2 weeks.

The comparison of the first two months averaged 938 incidents per month. The improvement went to 429 reported incidents for the next month.

The following two-week period of 2Sep-16Sep there were 212 reported incidents. The radio problems have been reduced but the performance has not been acceptable for

public safety. There are currently 487 reported Dead spots in the City logged in CAD. 626 vehicles were completed during the software upgrade. (Not counting inactive motors) 823 Portable radios were completed (Active radios) (Not counting Officers on medical

leave)


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The following table indicates the types of reported radio problems reported from field personnel since 5Jun11. Each day dispatchers receive and document all incidents reported by field personnel. The consistent high volume of reported problems are CCScan, unable to copy radio and unable to transmit. The City of Oakland DIT and Harris Daily Wells receive this information daily.

Executive Radio Notifications: There were 41 reported incidents reported in 2011 that required call out services of radio technicians. Radio problems reported by field personnel during high-risk incidents or disrupted Patrol operations required an immediate radio Technician response. Executive radio notification notices were sent out by email to the Chief of Police, Chief of Staff, City DIT radio shop manager, City manager’s office and the radio vendor Harris Daily Wells technicians. The following list of incidents is a snap shot of the radio problems reported by field personal that required a City DIT call out and an executive notification. Date Location Reported Radio problem:

5-Jun-11 City wide Audio sounds underwater, hearing only second and third words transmitted.

7-Jun-11 3800 Foothill/55th Gaskill Patrol units continually on WA SCAN

14-Jun-11 Communications Static on Radio/possible foot pedal

15-Jun-11 Communications 940A incident dispatch and field units unable to hear

23-Jun-11 Area 1 and 2 Field units reporting bleed over from other channels

23-Jun-11 111Beauforest Radio console 10-transmissions are intermittent and cutting out. Not audible.

28-Jun-11 Communications Units in field are experiencing "Bleed over" on channel

28-Jun-11 Communications Foot pedal stuck as well as units unable to hear dispatcher.

4-Jul-11 Patrol 2 Units unable to hear dispatch/Radio intermittent

14-Jul-11 Communications "Beeping" Units could not hear dispatcher

15-Jul-11 Patrol 1 "Beeping" Units could not hear dispatcher

18-Jul-11 Communications Code 7 inc 1L84 .Units unable to communicate

18-Jul-11 Communications Service 1&2 unable to clear patch

20-Jul-11 Patrol 5 "Beeping" Units could not hear dispatcher

25-Jul-11 Dist. 4,5 and 6 Units unable to copy dispatch and dispatch unable.

Issue 2011Total % of total Avg. Per Day Bleed over 41 1% 1.9 CC Scan 1334 34% 63.8 Cutting in & out 294 7% 14 Dead Spot 255 6% 12.2 Failed Radio 142 4% 6.7 Poor Reception 308 8% 14.7 Poor Transmission 286 7% 13.6 Radio Problems 208 5% 9.9 Unable to Copy Radio 547 14% 26.1 Unable to Receive Transmission 76 2% 3.6 Unable to Transmit 446 11% 21.3 Other 46 1% 2.2

Total Documented: 3,929 100% 190


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Date Location Reported Radio problem: 26-Jul-11 BFO 2 Field units report "Beeping" noise "Crackling and intermittent transmission

27-Jul-11 BFO 2 Field units receiving intermittent radio transmission

28-Jul-11 BFO 1 "Beeping" Tone intermittent

31-Jul-11 Patrol 5 All patrol 5 cannot hear dispatcher. Beeping noise

6-Aug-11 Eastmont BFO 2/Patrol 5 Units receiving intermittent traffic.

14-Aug-11 Communications Field units "echoed" during transmissions

17-Aug-11 Communications Patched channels not patched

19-Aug Communications Patrol 5: Code 33, radio tone, unit could not transmit

27-Aug-11 Communications Console 24 unable to hear units

8-Sep-11 Communications Code 7 inc. Capt. Joyner units could not transmit/Argus unable to copy

15-Sep-11 Fruitvale/Davis Patrol 5: Vehicle/foot chase, units could not transmit/poor radio

16-Sep-11 Communications Field unit radio declared emergency will not reset.

5-Oct-11 55th Harmon 1L84 code 7 at gunpoint. radio on CCscan for 5 min

14-Oct-11 BFO 2 Patrol 5 Vehicle stop 76th Ave unit not able to transmit cutting in and out.

19-Oct-11 Various locations BFO 1 Talk group bleed over

30-Oct-11 City Wide City wide Patch- Radios Beeping

2-Nov-11 Communications P1/P5 patched unable to hear/Service channel bleeding over to P5

10-Nov-11 Patrol1/Patrol5 Intermittent radio transmissions for 20 minutes

16-Nov-11 BFO 1 Units having trouble transmitting on handhelds and vehicles

17-Nov-11 BFO1/BFO2 Radio console 4 trouble with foot pedal

18-Nov-11 BFO 2/P5 Several units in field having trouble with radio beeping.

21-Nov-11 BFO2 Field units radio failure/Beeping

30-Nov-11 Patrol1/Patrol5 patched Units sound underwater/poor transmissions

8-Dec-11 Communications Console 22/25 dispatchers are garbled and volume in and out

21-Dec-11 Communications Console 28/Patrol 5 on view 245. radio intermittent

31-Dec-11 Tac 3 CAD44 Radio console crashed

NICE Inform Digital Voice logging system The Communications Section completed the installation of the state of the art recording

system in 2010. The NICE inform digital voice recording system replaced the Dictaphone system previously utilized by the Communications Section. The NICE system records CAD stations and Patrol talk groups. The system is also shared with the Internal Affairs Division for recovery of investigated incidents. The System is also utilized to provide networking with operating systems to enable department personnel to retain data recordings. Several software or equipment failures occurred during the 2011 calendar year. These reported failures created incidents resulting in the service and repair of the recording system. Secondary and third back up recording solutions were identified pending the software upgrade for 2012. The Communications Section was still able to capture recording during troubled occurrences.


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New batteries, chargers and handheld radios

Honeywell P7100/P7200 NEOCELL BATTERY HMA2104-LiP

Lithium Polymer

7.5V/3600mAh 700 $80. $56,000.

Honeywell SIX BAY GANG CHARGER HCH-P7106-CHG Tri-Chemistry 40 $599. $23,960.

Honeywell P7100/P7200 NEOCELL BATTERY

HMA2104-LiP Lithium Polymer

7.5V/3600mAh

1200 $80. $96,000.

Honeywell Single BAY CHARGER

Tri-Chemistry 750 $97. $72,750.

SUBTOTAL $248,710. In addition to the O&M Budget request for Communications, The Communications Commander requested funds to purchase radio batteries for field units that will last the entire shift to improve operating conditions and communications. The following was identified during an evaluation of existing battery challenges. The current utilized batteries impact all field units. Lithium-Ion Polymer batteries were needed to support daily operations of the Oakland Police Department’s service to the citizens of Oakland.

Lithium-Ion Polymer (LiPo) batteries are now available and are superior to the NiMH batteries

The DIT and radio shop have already researched them and recommend the new Honeywell Neo-cell LiPo battery

The Honeywell LiPo battery is lighter and will last much longer than the currently issued NiMH battery

The Honeywell LiPo battery will last more than 10-14 hours per charge The life-span of the LiPo batteries is 1.5 years or 500 recharging cycles The LiPo batteries are only $80.00 each compared to $93 for NiMH 1900 batteries would be required to supply all members, field employees and replace

inventory. The NiMH chargers will not work with the LiPo batteries, so new chargers were

purchased.


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The Activation of the GWIN site antenna for improved radio reception. The City DIT, Harris Daily-Wells Technicians, OFD and OPD staff visited all 487 reported Dead Spot locations in the City in October 2011. The test activation of the GWIN site was to measure improvement of radio reception of the reported locations with poor or no reception. The GWIN site antenna provided a 70% improvement of radio reception in the reported areas. The GWIN site is scheduled to be added to the P25 Simulcast system in late February 2012.

Dispatcher Angelica Jimenez #86

Task #36 NSA requirements reviewed for 2011. (Compliance Standards) The Communications Section was tasked with auditing Task #36.1 and 36.2 (PT transports) The staff is continually reminded about the importance of remaining in compliance and continuing to improve. Reminders are sent to staff and Policy had been posted at each work site. Prior to face-to-face relief dispatcher shall advise each other of any pending or outstanding PT incidents for proper follow up. The Communications Section has been in Compliance for 2011. The following are the auditing standards and guidelines for Task #36 and reported each month in the Compliance Assessor Report. In June 2011 the Office of Inspector General were tasked with auditing all PT incidents for compliance.

36.1 Members and employees log in and out on the radio when transporting a detainee or any other civilian (unless the transport is done by wagon) 90%

36.2 The radio report includes: time; mileage; location; purpose of transport; gender of

individual being transported; and identification of the member or employee involved in the transport 85%


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2011-12 Dispatcher graduating class

The Communications Section training program graduated 8 of 10 dispatcher trainees on 13Jan12. The class began their training in Feb. 2011. Deputy Director Gilbert Garcia was assigned the Director of Bureau of Services.

Desktop Maps were added to dispatch consoles.

Desk top maps were installed at each of the dispatch consoles as an additional resource for dispatchers. The new BFO 1 and BFO 2 maps were utilized to assist dispatchers with the new deployment and geographical patrol assignments.


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VI. Performance Data The following is a summary of the Productivity Performance for the Communications Section during calendar year 2011. Calls Received: The Communications Section received and processed 612,400 telephone calls in 2011, a decrease of 2.8% from 2010. Emergency calls received via the 9-1-1 system (158,309) were 25.9%, 7-digit emergency lines received (119,517) were 19.5% and Non-emergency calls for service (189,562) were 31.0%.

MONTH 911 3211 3333 ABND ADD'l Serv TotalJan 13,066 9,638 16,548 5,119 6,914 51,285Feb 11,316 8,082 12,706 4,473 5,815 42,392Mar 13,186 9,785 15,380 5,369 7,011 50,731Apr 13,016 8,340 14,581 4,717 7,028 47,682May 13,471 8,946 14,613 4,681 7,253 48,964Jun 13,917 10,137 18,568 5,641 8,054 56,317Jul 14,537 11,234 19,439 5,981 7,674 58,865Aug 14,072 11,125 16,386 5,657 7,140 54,380Sep 13,461 10,051 15,392 5,497 6,877 51,278Oct 12,997 11,890 17,985 6,828 6,606 56,306Nov 12,565 9,858 13,991 3,715 6,580 46,709Dec 12,705 10,431 13,973 4,009 6,373 47,491TOTAL 158,309 119,517 189,562 61,687 83,325 612,400

% 25.9% 19.5% 31.0% 10.1% 13.6%

Measure 2011 2010 2009 Total Calls Received 612,400 630,357 665,634 Average Calls Per Month 51,033 52,529 55,470 Average Calls Per Day 1,677 1,727 1,824 Average Calls Per Hour 70 72 76

Calls Dispatched: The Section dispatched a total of 239,177 calls for service in 2011. This is a decrease of 2.6% from 2010. There was a 6.1% increase in Priority 1 calls dispatched for 2011.

Year Priority 1 Priority 2 Priority 3 Priority 4 Total 2011 36,145 146,722 49,999 6,311 239,177 2010 33,925 151,174 52,034 8,678 245,811 2009 35,639 192,498 69,875 11,710 309,722


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Call Priority: 1: Potential danger for serious injury to persons, prevention of violent crimes, serious public

hazards, felonies in progress with possible suspect on scene. 2: Urgent, but not an emergency situation, hazardous / sensitive matters, in-progress

misdemeanors and crimes where quick response may facilitate apprehension of suspect(s).

3: Cold reports and non-emergencies. 4: Non-emergency and/or information type reports, which generally do not require a

response by field units.

Breakdown of Calls dispatched per month for 2011

Year Month Priority

1 Priority

2 Priority

3 Priority

4 Total 2011 Jan 2813 11810 4159 613 19395

Feb 2370 10667 3742 572 17351 Mar 2710 12216 4201 570 19697 Apr 2957 12343 4011 502 19813 May 3192 12314 4335 629 20470 Jun 3291 12870 4156 542 20859 Jul 3268 13391 4345 540 21544 Aug 3403 13290 4322 535 21550 Sep 3325 12833 4267 457 20882 Oct 3279 13203 5311 484 22277 Nov 3046 11712 3867 460 19085 Dec 2491 10073 3283 407 16254 Total 36,145 146,722 49,999 6,311 239,177

Average Handling Time Per Call in seconds: Month TALK WORK TOTALJan 112 150 262Feb 112 101 213Mar 113 174 287Apr 116 187 303May 116 190 306June 117 185 302July 118 116 234August 128 120 248September 120 103 223October 118 97 215November 117 95 212December 120 102 222Yr Avg. 117.2 sec. 135 sec. 252.2 sec.


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Mapping monitors on dispatch consoles.

Additional monitors were installed at each of the dispatch consoles. This provided dispatchers the opportunity to quickly locate and provide officers with geographical information related to dispatch calls. The digital mapping allows dispatchers to provide assistance with setting up locations and reference points for establishing perimeters or other resources.

Pool radios lock cabinet

All pool radios for field personnel are currently kept in the Communications Section Supervisors office. The pool radios are used to replace all radios turned in by field personnel when radio repair is needed. The Communications Section is now the central point for radio distribution to maintain consistency and control of radio equipment Department wide. Communications is a 24hr 7 day a week operations center that has the necessary control and monitoring of radio equipment.


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VII. Other Performance Data

Complaints and IPAS Monitoring: There were Seven (7) Communications Section employees that required IPAS monitoring. The employees were placed either on IPAS Supervisory monitoring or Intervention. Two employees were on Intervention. (1) Retired and (1) completed the intervention monitoring period. (1) Dispatcher on supervisory monitoring resigned from employment. (4) were on supervisory monitoring. The supervisors produced a detailed performance plan for corrective actions or employee development. The objectives were to educate the employee and improve employee awareness, development or customer service. Supervisory monitoring for 90-day periods was issued for employees that reached the IPAS threshold for supervisor intervention or action. Other employees that did not have a pattern of at risk behavior but reached the threshold for a IPAS review were placed on performance plans from the supervisors for employee development and awareness. There were 72 Internal Affairs complaints that resulted in misconduct allegations or performance of duty deficiencies. 72 complaints involved 41 employees. The majority of the complaints were conduct towards Others demeanor or rudeness. The entire staff of Communications was scheduled for immediate training for employee development. Everyone was required to attend the Officers CPT course of Customer Service/Ethics/Interpersonal communication. All complaints resulting in allegations of conduct towards others or professionalism were addressed immediately. All activities and progress of monitoring was documented in the IPAS database. The results of the Division Level Investigations of the 72 allegations resulted in the following findings:

Findings NumberExonerated 1 Not Sustained 2 Sustained 12 Unfounded 25 Administrative Closure 0 Informal Complaint Resolution 11 Under Review 10 Open 11 Total 72


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VIII. Plans and Goals

2011 was the first full year of new approaches and changes to achieve NSA compliance and find effective and efficient ways of addressing staffing issues and other challenges. The Section has worked very hard and met various challenges daily. With mandatory overtime periods, training of new dispatchers, high volume of sick and long term leaves, City protests and demonstrations, and a change in the Radio system, and providing the highest level of customer service to our City and co-workers. The commander identified a working schedule that would involve a 4-10 hr. and a 5-8 hr. work shifts mix for dispatchers. This schedule was designed to assign dispatchers to work periods covering high peak times of public service requests and provide the necessary staffing when needed most. The schedule provides adequate coverage for the existing staffing levels without the use of mandatory or excessive overtime use. Two Supervisors per shift were developed to allow adequate span of control and proper oversight for floor supervision and employee development.

Supervisors Ametrius Sidney and Edwin Bermudez.

The new schedule is to be implemented on 14Jan2012. All staff members shall continue to attend a daily line up with the Watch supervisor for proper direction. The schedule will improve with the reduction of sick or long term leaves. Maintaining the authorized staffing level or 70 is the goal for 2012. Additional employee development and training is scheduled for the 2012 year. The following areas will be addressed.


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• Employee Health • Customer Service • Working relationships (Outside agencies) • Team work in the work place • Improve Quality of working conditions • Employee development (First Aide & CPR)

Critical Goals for 2012

Meet and sustain the authorized staffing level of 70 dispatchers. Upgrade and replace Complaint Units workstation consoles. Upgrade and replace AT&T 911 answering software for complaint unit. Select and receive 9-1-1 Wireless Project – In coordination with State Telecommunications,

California Highway Patrol, A. T. & T. 9-1-1 and City Information Technology Section begin process to implement the acceptance of wireless (cell phone) calls by the 9-1-1 Center. This is estimated to be a 2-year project.

Achieve and maintain answering 90% of all incoming 9-1-1 calls within ten seconds, the State recommended guideline.

Achieve proper span of control and team building with staff with squad development activities.

Continue to reduce and eliminate internal and external complaints by providing and maintaining in-service training, education and guidance of customer service delivery - Implement on-going, customer service training for all Section personnel.

Reduce staffing shortage due to illness, vacancies and retirements – Continue hiring to sustain adequate staffing and increase actual authorized staffing level of 70 to 77 Police Communication Dispatchers.

Conduct radio “Fire drills” with field units and Communications staff to test the back up radio system and keep staff aware and trained on system capabilities and failures.

Continue to support the Department in the accomplishment maintaining compliance with the Negotiated Settlement Agreement mandates.

Continue in-service training to meet compliance and State mandates, provide professional development for our personnel and outside agencies.

Attend interoperability and East Bay Regional Communications System meetings on behalf of the Department.

Implement an Employee of the month recognition process. Conduct CTO quarterly training classes for development and consistency of training. Create a working environment that fosters the retention of Communication Section

employees.


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Communications Section Court Yard

Major Projects for 2012

Continue to work with City Department of Information Technology on interoperability measures, the Rebanding project, the GWIN Antenna Project and the re-programming of police radio fleet.

Complete the 9-1-1 Wireless Project – In coordination with State Telecommunications, California Highway Patrol, A. T. & T. 9-1-1 and City Information Technology Section begin process to implement the acceptance of wireless (cell phone) calls by the 9-1-1 Center

Develop and install an internet monitoring system at the Communications Section for live intelligence feed. The installation of three 70” monitors and four 50” monitors to display for all high risk or tactical operations that require monitoring.

Establish and maintain a service and maintenance plan for radio consoles and handheld radios. To improve the radio system for daily use for front line officers and public safety personnel.

Locate and secure a funding source to upgrade and replace the Communications Center dispatching consoles.

Carlos A. Gonzalez Lieutenant of Police Communications Section

bureau of services - city of oaklandpcd jan 2011 feb 2011 out on leave 11 mo. long term leave pcd*...

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