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12.3.2 Current Workload
Determining workload is a combination of telephone call volume, operational and technological challenges, and non-em ergency job tasks. With a consolidated communications center, some statistics are by default a combination of all requests for service – law, fire, and EMS.
As a combined law/fire/medical communications center, AECC cannot differentiate incoming calls by discipline. The table below reflects all incoming calls:
Table 28 - AECC Incoming Calls
AECC Incoming Calls
Albany Sunday Monday Tuesday Wednesday Thursday Friday Saturday Calls Ans
=<15 secs. 87.76% 87.19% 87.62% 84.79% 86.63% 85.22% 85.70% Avg.
Calls/Hour 2.5 3.9 4.2 3.6 3.7 3.6 2.7
Avg. Busy
Hour 1400 0900/1400 1100 1100/1300 1400 1300 1300
As shown in the table above, the busiest day of the week is Tuesday, and the busiest hour of the day is 1100 to 1200 hours. AECC comes close but does not meet the NFPA12 or NENA 13 criteria for call answer compliance of 15 seconds or less 90% of the time.
There are several factors that can affect the workload in a dispatch center:
භ AECC answers all administrative phone lines for the City. භ Dispatch staffs the public counter, handling citizen walkups for all City services.
There is a bullet-resistant plastic window between the public and the dispatch room.
භ Dispatchers also handle records maintenance for the APD.
All of these other duties detract from the dispatcher’s ability to focus on their primary job.
This, added to the times when there is just one dispatcher on duty, impacts call answer compliance. There are times when field units have been asked to repeat traffic, which indicates that the dispatcher is performing multiple tasks (radio and telephone) at the same time.
12 National Fire Protection Association 1225, Standard for Emergency Services Communications , 2022 Edition, Section 15.4.1 13 National Emergency Number Association Standard for 9-1-1 Call Processing, NENA STA-020.1-2020
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12.3.3 Fire Incidents
Fire Events - All 9-1-1 calls for fire and EMS come first to AECC. Dispatched calls for AFD are averaging 1,954 per year over the past 5 years. The NFPA standard for call processing of fire emergency events is <= 60 seconds 90 percent of the time
14. As shown in the following table, AECC does not meet that standard.
Table 29 - Albany Call Processing Times
Albany Call Processing Times – 2017 - 2021
Call Processing 2017 2018 2019 2020 2021 Average
<=60 seconds 130 116 105 185 393 186
> 60 seconds 1,884 1,773 1,937 1,441 1,480 1,703
Outliers/No Data 83 50 82 50 59 65
Total Calls 2,097 1,939 2,124 1,676 1,932 1,954
% <=60 seconds 6.20% 5.98% 4.94% 11.04% 20.34% 9.52%
12.4 Current Dispatching Process
Upon answering a 9-1-1 call, the dispatcher gets the basic information – location, type of event, and caller’s contact information. The dispatcher inputs the information into the computer-aided dispatch (CAD) system (vendor is Sun Ridge Systems Inc. RIMS CAD) There are 19 fire/EMS event types:
Table 30 - Albany CAD Call Types
Albany CAD Call Types
CAD Event
Type Description CAD Event
Type Description
FDAMBRUN Ambulance Run – Medical FDLCKOUT Lockout
FDCADERR CAD Error FDMDALRM Medical Alarm
FDCVD Station Coverage FDPBAST Public Assist
FDFIRECR Car Fire FDPDASST PD Assist
FDFIREGR Grass Fire FDRESCUE Rescue
FDFIREERBB Rubbish Fire FDSMOKE Smoke Investigation
FDFIREST Structure Fire FDWIRDWN Wires Down
FDFRALRM Fire Alarm FDWTLEAK Water Leak
FDHAZARD Hazardous Condition FDWTRESQ Water Rescue
FDHAZMAT Hazardous Material
Once the dispatcher enters this information into CAD, units are recommended for dispatch based on pre-determined response plans. Fire units are notified by fire station 14 National Fire Protection Association 1225, Standard for Emergency Services Communications , 2022 Edition, Section 15.4.4
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alerting and all units ar e notified by radio. The fire station aler ting system uses the Motorola radio system and provides notification via public address speakers in the station.
12.5 Current Interactions with Other Agencies
12.5.1 Alameda County Regional Emergency Communications Center (ACRECC)
ACRECC is the designated Emergency Medical Dispatch (EMD) provider for the County of Alameda, and they are also the dispatch center for the private ambulance company that provides ALS transport for much of the county. The Center transfers all medical aid calls to ACRECC for EMD, and on occasion will request a private ambulance in support of the fire department.
ACRECC is also the California Office of Emergency Services Fire and Rescue Division Mutual Aid Operational Area Coordinator. Requests for mutual aid are routed through ACRECC and allocated to the individual fire agencies.
12.5.2 City of Berkeley
The City of Albany is bordered on two sides by the City of Berkeley, and AFD requires automatic aid from the Berkeley Fire Department (BFD) on all major events.
12.6 Policy Manual Review
FE was unable to obtain a copy of any policy manual or standard operating guidelines.
12.7 Training Manual Review
FE was unable to obtain a copy of any training manual or standard operating guidelines.
AFD reports that there is no formal fire training program for new employees.
12.8 Operational Considerations for Integrating AFD
Dispatch
12.8.1 Telephone Systems
Non-emergency phone numbers for AFD will remain with the City of Albany. There is no 10-digit number assigned for fire department emergencies.
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With the low volume of fire/EMS related 9-1-1 calls it does not appear that Berkeley will need to add any additional 9-1-1 trunk appearances, nor will AECC lose any 9-1-1 trunks. (Next Generation 9-1-1 will eliminate the need for specific CAMA trunks to each PSAP so this will be a moot point in the near future.) Wireless 9-1-1 calls within the footprint of the City of Albany will continue to route to AECC.
It is important to note that having the City of Berkeley dispatch for AFD will add a delay in the call processing time, since AECC will have to transfer all fire and EMS calls to the Berkeley ECC for dispatch. The transfer time will depend on many factors, primarily the ability of the caller to answer questions, but by NFPA standards, should not take more than 30 seconds
15. Speed dials built into the 9-1-1 system will need to be updated to reflect the Berkeley FD star code for AFD calls. This is a task completed by AT&T.
12.8.2 Radio
Both Albany and Berkeley are on the East Bay Regional Communications System (EBRCS) and no significant radio changes are anticipated.
12.8.3 CAD
Albany is using a Sun Ridge Systems Inc. RIMS CAD system. Key features of the system are:
භ Station run card-based unit recommendations or unit recommendation based on GPS (proximity based)
භ Multiple alarm unit recommendation to six alarms
භ Ability to store Premise information - including PDFs of Pre-Fire plans - available from dispatch or the mobile
භ Units can be "paired" to another unit - so that if one unit is dispatched or changes status, the same occurs to the other unit (e.g., Grass unit responds with Engine) භ Units can respond as other types of units (e.g., An Engine can also respond as a Truck)
15 National Fire Protection Association 1225 Standard for Emergency Services Communications, 2022 Edition, Section 15.4.2
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භ Units can be cross-staffed - so that if that unit is dispatched, it will take the other associated units and put them out of service - essentially putting the station out of service
භ Incidents can be duplicated from Law to Fire or Fire to Law. Comments can be added from the command line to Law, Fire, or both
භ Agency specified incident types automatically create both law and fire/EMS incidents simultaneously
12.8.4 Interfaces
CAD to CAD Interface with UC Berkeley PD – UC Village, also called University Village or University Village Albany, is a housing community for students who are married or have dependents. It is owned and administered by the University of California, Berkeley and located within the City of Albany. UC Berkeley PD dispatch utilizes Alliance PD Central ®
CAD from Cyrun.
12.8.5 Fire Station Alerting
Fire station alerting is a system created by AFD. The system activates the in-station public address system and nothing else.
12.8.6 Mobile Data Computers (MDC)
Albany utilizes the Sun Ridge Systems Mobile RIMS for Fire and EMS. Utilizing a connection via TCP/IP or Data radio, this software allows field users to:
භ View CAD Incidents and the ability to respond, change unit status, add comments to Incidents
භ View other AFD Fire and Medic units on Mobile Maps
භ Retrieve location history for Incidents
භ View Premise Information - Including photographs and attachments (e.g., PDFs - "Pre-Fire Plans")
භ Change Fire Station Assignment
භ Create CAD Incidents from the Field
භ View a Phone Directory
භ Retrieve Street/Block Information
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භ Send RIMS Mail Messages to Other Mobile Units and Office Computers (Including Communications)
භ Send Text Messages
12.8.7 Automated Vehicle Location (AVL)
Mobile RIMS supports Automated Vehicle Location (AVL) features that include:
භ Unit AVL display in RIMS In-Station and Mobile Maps
භ Unit playback using RIMS Map
භ Geo-Fence options
12.8.8 Paging
RIMS CAD employs RIMS2Text, allowing dispatchers to quickly alert and mange personnel notifications.
12.8.9 Emergency Notification System
Berkeley and Albany both use Everbridge AC Alert, so it should not be difficult to incorporate Albany configurations into Berkeley’s profile.
12.8.10 Training
A training plan will need to be created if AFD is going to be integrated into the Berkeley ECC, covering the following areas:
භ Area Familiarization - landmarks, common place names, etc. භ Station Familiarization - equipment at the PFD station and their field operations capabilities
භ Response plans - typical responses to event types, interaction with the City of Oakland
12.8.11 Emergency Medical Dispatch (EMD)
Currently, EMD is done by the Alameda County Regional Emergency Communications Center (ACRECC). Calls requesting medical assistance are dispatched by AECC based on a chief complaint (i.e., heart attack). The caller is then transferred to ACRECC for them
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to complete the EMD process. AECC receives the EMD determinant and patient status through a data feed provided by IT services provider DNI. Because of the short response times, AFD would like EMD to be completed in-house to ensure patient care is happening as quickly as possible.
12.8.12 AFD/BFD Dispatch Policies
Policies from AFD and AECC will need to be re viewed, looking for differences with Berkeley policies and how both policies can be modified to provide the dispatcher one set of procedures for both agencies.
12.9 Consolidation Costs
Bringing Albany’s fire dispatching operat ions into the Berkeley ECC will have some associated cost to the City of Berkeley. Some will be hard costs to third party vendors, but many will be soft costs – items that will take staff hours to complete. Below are the anticipated areas with these hard and soft costs:
Configuring the Tyler CAD System with Albany information Configuring CAD will be the most time-consum ing effort of the move. There will need to be discussions with Sun Ridge Systems and Tyler on the transfer of the following data elements:
භ GIS Map with associated street attributes
o Response Zone polygons
o Any other map layers on the current system - i.e., pre-fire plans, hydrant layers, etc.
භ Historical Fire Events, from the installation of the RIMS CAD system භ Common Place Names
භ Special Notes
භ Unit IDs and attributes
භ Response Plans
භ Interfaces
o RMS - AFD is currently receiving a data download to ESO. Berkeley Fire uses RedNMX by Alpine Software with the Red Alert NFIRS Reporting Module.
Albany would need to be added to the RedNMX configuration, and there will
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need to be a discussion on how to manage records from the old system prior to cutover.
භ EMS e-PCR - AFD also uses ESO as their e-PCR program. The program gets a data feed from CAD for times, and it does not feed back into their RMS. භ Fire Station Alerting - AFD has a custom relay configuration to activate the public address system and nothing else. Berkeley is using a ComTech solution. භ Mobile Paging - CAD feeds data to the Active9-1-1 application and all personnel have access.
භ Mobile Data Computers (MDC) - Berkeley field units use the Tyler Technology MDC software platform called CrewForce. The system allows field units to receive information from CAD on events and allows them to enter events they have come upon. Albany is using Mobile RIMS.
Adding Albany to Berkeley’s Dispatch IT infrastructure for MDCs, RMS, and Fire Station Alerting
This would be time and materials for IT professionals to acquire, install, maintain, trouble shoot as needed the hardw are (Ringdown System – Comtech, MDC’s, related accessories) and all the software. Initial upfront costs then ongoing maintenance costs.
Reprogramming of portable and mobile radios on the radio system (EBRCS) This would be staff time (hourly cost) for the Radio Shop techs to reprogram all their radios and ensure maintenance and updates are completed. Up front startup costs then ongoing maintenance.
Adding the Albany streets to Berkeley’s GIS mapping
This will be staff time (hourly cost) to updat e GIS data to include Albany. Up front and maintenance costs to be included.
Adding the AFD units, special notes, and other CAD information to Berkeley’s CAD system
This will be staff time for dispatcher and IT professionals (hourly cost). Up front and maintenance cost to be included.
Adding the City of Albany to the Everbridge Mass Notification System This will be staff time for dispatcher and IT professionals (hourly cost). Up front and maintenance cost to be included.
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Adding AFD’s dispatch policies and proce dures to Berkeley’s Standard operating guidelines and training manual
This will be staff time for dispatchers (hourly co st). Up front and maintenance cost to be included.
Training Berkeley dispatchers – area familiarity, PFD procedures, PFD units, etc.
Overtime staff cost for dispatchers, fire personnel, and IT professionals.
12.10 Recommendation
FE recommends the addition of AFD to the Berkeley ECC, but only after the implementation and a break-in period of EMD. Albany did indicate that Berkeley taking on EMD was not a pre-requisite for them to make the transition.
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13. Funding Model
The following is a high-level financial analysis and projected cost estimates for the ECC recommendations included in this report. FE recommends that Berkeley organize a project task force team immediately to carry out the strategic plan to address the immediate critical needs.
Table 31 - Financial Analysis & Projected Costs Estimates Financial Analysis & Projected Costs Estimates for Albany to Join Berkeley ECC Category Term Comments
One-Time
Up-Front
Cost
Estimate
Three Year
Cost
Staffing Short
In order to implement EMD, an increase
of 26 employees is required; cost
estimate based on average salary plus
benefits & admin support
$3M $9M
Training Short
Expand/Augment current training
program by adopting industry available
entry level (basic) for new recruits. The
adoption of a core competencies in an
on-demand / on-line training format
reduces basic introductory in-house
training.
$15K $45K
CTO training targeting new and
seasoned instructors including
presentation skills, adult learning styles,
human relations. Note that this effort
does not include wages, time off, or
special compensation germane to the
delivery and participation in ECC
personnel training.
$25K $25K
Supervisory training geared specifically
to ECC supervisors that is ECC specific.
This training to include human relations,
negotiation skills, intervention, skills,
QA/QI methodologies, etc.
$25K $25K
Protocol
Implementation Short
Implementing structured protocols for
Emergency Medical Dispatch; includes
costs for QA/QI system software.
$200K $20K
Technology Medium
Conversion of existing workspace to
create a dedicated training facility
complete with operational workstations
configured to augment spikes in ECC
call processing.
$500K TBD
Design and implementation of CAD-to-
CAD Interface with UC Berkeley PD. $250K $25K
Accreditation Medium Pursue ECC accreditation following the successful implementation of EMD. $3K $3K
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14. High Level Implementation Plan
In this section, we offer a high-level strategic implementation plan; a roadmap that identifies and prioritizes the next best steps for the ECC and its leadership. We have created the strategic implementation plan below which includes area of focus, criticality/priority, followed by a recommended plan of action.
FE recommends that Berkeley create a project team who would be responsible for implementing the recommended steps and strategies. Without staff dedicated to moving forward quickly on the high priority items, it will be difficult to address critical items in a timely manner. This creates additional strain on already low and heavily impacted staffing levels in the ECC, and additional risk in operations.
Staffing is the principal priority that must be addressed immediately in the Berkeley ECC.
Staffing recommendations include increases from the current authorized 33 positions, to 53 positions total (with turnover factored in).
Today, there are only 27 positions of the 33 positions that are staffed. The ECC will require an additional 26 Public Safety Dispatchers to meet the minimum staffing recommendations to support current call volume and workload. These figures only include the required frontline positions to achieve minimum staffing in the ECC and do not include any additional staffing increase recommendations for training, quality assurance, accreditation and IT and administrative support. Those recommendations can be found in their respective sections in the report.
Further, while staffing is the priority, there are other areas for improvement, consideration, and implementation that will need to be managed in parallel to a staffing increase, to support the ECC in its immediate and long-term success.
Below is a high-level implementation plan outlining the areas of focus and priority, along with additional information and next steps for the Berkeley ECC and its leadership.
Table 32 - High-Level Implementation Plan
High-Level Implementation Plan
Area of Focus Priority Strategy
Staffing 1
• Increase Overall Staffing: A total number of 53 ECC employees with turnover factored in. This is necessary to achieve sustainable operations and meet industry performance standards. Today, ECC is authorized for 33 employees, and 27 of these positions are filled.
An overall increase of 26 employees is required.
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High-Level Implementation Plan
Area of Focus Priority Strategy
• Establish Minimum and Optimum Staffing Levels: A minimum staffing complement of eight employees on duty, and a maximum staffing complement of ten employees on duty per shift in the ECC. • Work toward implementing staffing recommendations without delay.
Recruiting
Process 1
• Recruiting process must be accelerated
• Shorten process for entry level applicants
• Incentivized recruiting program in order to attract qualified candidates. This includes the review of wages, hiring incentives, etc. This will ensure competitiveness in the market.
• Recruit both lateral experienced candidates along with entry level attracting qualified and experienced candidates.
Facility 1
• Expand/redesign ECC to accommodate an increase the number of workstations from 8 to 15
• Create a backup site that doubles as a Training Facility and/or Emergency Operations Center
• Create a fully functional training room with workstations and ECC technology – CAD, phone, radio.
Training 1
• Create and assign a Training and Quality Assurance Coordinator position to plan, coordinate, and support the recruitment and training of new personnel. The candidate must be trained in Emergency Dispatch Quality Assurance (ED-Q) in order to perform QA/QI on EMD calls.
• Design and implement CTO training including presentation skills, adult learning styles, human relations.
• Create and implement Supervisor training geared specifically to Berkeley supervisors that is ECC specific. This training to include human relations, negotiation skills, intervention, skills, documenting employee development and performance, QA/QI methodologies, and ED-Q Certification.
• Implement continuing education & professional development program for all staff.
Technology
Needs &
Integration
2 • Work toward accelerated implementation of call-taking and dispatch software and programs.
• Design and implement a two-way CAD to CAD interface between the ECC and ACRECC.
• Design and implement a two-way CAD to CAD interface between the ECC and UC Berkeley PD.
• Review and revise incident types/CAD codes for SCU events. • Implement fully automated station alerting technology for fire and EMS dispatch.
• Explore case management software for SCU events. This enables data
EMD
Implementation 2
• Once staffing levels have been met, implementing a structured commercial protocol system for Emergency Medical Dispatch; and QA/QI system software (AQUA).
• Ensure that recruits are trained accordingly as a commercial protocol program trains your employees reducing the ECC training workload.
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High-Level Implementation Plan
Area of Focus Priority Strategy
• Medium and long-term results are standardization and consistency that is measurable through QA/QI processes, which also improves training, performance, and reduces risk & cost.
Accreditation 2
• Pursue Accreditation through IAED EMD and EFD. Once
established and have the staffing to do so, can also add CALEA and any Fire Service Accreditation that Police or Fire choose.
Behavioral
Healthy/Crisis
Response
Program
2 • Conduct a systems-mapping workshop as the initial first step for SCU December/2022 roll-out.
• The workshop must outline the next steps required for planning and implementation of the SCU diversion pilot program.
Organizational
Model 3
• Staff the Communications Center Manager's position immediately • Require ECC management to have specific Public Safety Communications experience, education, and training.
• Work towards an independent Communications Center with its own leadership and support model.
• Establish a governance model where equal representation of Public Safety agencies exists
• Ensure the model is sustainable for long term success and provides ECC management the autonomy, authority and support necessary to effectively lead the operation.