HomeMy WebLinkAboutCOM 0521.037 2002-2004Dispatcher Supervisor Position Notes
Want to provide the best service to public and not always able to because of periods of
overload (insufficient dispatchers to handle incoming and ongoing alarms). (example on
other paper)
Too much overtime for the dispatchers:
Causing overworked, tired employees. Creates family problems and may lead to a
inefficient employees, poor morale, dispatch turnover (quitting employees).
**check schedule handout**
Overtime day every week plus frequent 12 hour shifts.
Minimal time off, 24 hours mid to mid = 1 day off
Worked 10 days in a row, different shifts.
No meal period:
Choking while trying to eat and work — a dispatcher went to ER
Mult. dispatchers with back trouble, sitting long periods without a break.
Hours of meetings between union and Fire Chief to try and cope with shortage.
Need an operational supervisor to enhance decision making capabilities for questionable
situations (see example on other handout).
Help with workload and major alarms.
Speed up operations (and service) by a prompt decision making.
Better ability to provide accurate information to other command personnel, other
agencies, and public (news media).
Dispatchers essential part of the system. They are the only ones that have a hold on all
that is happening and become a crucial link in the system.
National Association of Emergency Dispatch decribes the dispatcher as the first person at
the scene.
Need manpower to adequately perform our job and give the best service that our island's
people deserve.
Don't want half a dispatcher working (exhaustion) or 1 that is too occuppied to give
complete service.
Comm. No. S M
Ref. To: heae'
Ref. Date MAX 1 9 7004 _
Too all Council Members:
Fire Dispatch Supervisory Positions (additional personnel)
Emergency Center Coordination of Operations: There is a need for better
coordination and manpower in the Dispatch Center for emergencies: The dispatchers
have SOP's to follow and a general system of operations, but they are easily exceeded
when overload occurs. There is usually no supervisor on hand (evenings, nights,
weekends, and often on day shift) to make critical workload decisions, leaving
dispatchers to negotiate with each other how to operate. This system is inefficient
during crisis periods (multiple or major alarms) as there is no time available to create
a cohesive plan of action. Dispatchers do the best they can, but this creates a potential
for mistakes (missing or incomplete information leading to delayed or wrong
assignments, etc.). Example: Dispatchers having to debate what units should be sent
when the regular units are busy. Another example: A dispatcher sends the wrong unit
that is already in use as the other dispatcher was unable to keep up and enter the
information in the computer. These problems consume precious time, and may delay
aid to the public.
2. Dispatcher Dedication to Major Alarms: There is an inability to dedicate a
dispatcher to a major emergency (like the recent plane crash): The dispatchers have
to keep abreast of all the emergencies at the same time, but when there are too many
alarms there may be no dispatcher with a complete picture of the major emergency.
This may cause repetition of assignments or inquiries, or may lead to improper,
incomplete or conflicting information being disseminated (to command officers, to
other agencies, and to the public).
Insufficient Staffing to Answer or Handle All Emergency Calls: With two
dispatchers on 911 calls simultaneously (or occasionally 1 dispatcher working alone),
they can only take one call at a time. This leaves no one dedicated to handling radio
communications and dispatching or able to answer other calls. (Example: Recently
when I was alone I received a not breathing call and had to cut it short to take a
structure fire call). I was unable to give complete CPR instructions due to the
workload which included dispatching units, radio communications, etc.).
4. Dropped 911 cell calls: If we are too busy, we are unable to take the time to trace
the call (this procedure is time consuming, may take hours for a response, and often is
not fruitful).
Increased workload, with insufficient manpower just aggravates other conditions
listed herein. In 1991, I recall the dispatch center with approximately 10,000 alarms
per year. We had 9 dispatchers at the time and some shifts had only one dispatcher
on duty. Last year we had 16,064 alarms with a mandatory 2 on duty coverage.
Although we now have 12 positions, 1 position is vacant, 2 dispatchers are on long
term industrial/sick leave, 1 dispatcher is on vacation, and 2 new dispatchers are
training (takes a year). This leaves a real working force of 6 dispatchers to cover 2
positions 24/7. **see the schedule**
6. No duty free meal breaks which may be in violation of statutes: There are
insufficient personnel for meal breaks which may violate state law. Even our contract
mandated 10 minute breaks every 4 hours leaves 1 dispatcher on duty for the whole
island.
Insufficient personnel may be a health hazard to the workers: Two dispatchers
are on a long term sick leave (industrial). There is a long training period for new
dispatchers (1 year). The county is unable to keep up with staffing (including
retirements). We often go several months before a position is filled. This is causing
heavy overtime on the dispatchers, lowering moral (insufficient time with families,
incentive to quit, insufficient time to recover or rest from a stressful operation leading
to a sickness, and overtired dispatchers at work who become more likely to make a
mistake).
All the fire stations, firefighters, and equipment in the world are rendered useless if they
are unable to receive the alarm. We all want the public to receive the best emergency
service possible and a safe and effective working environment for the employees.
Thanks for your time and consideration.
Darryl D. Willis
Fire Dispatcher
•
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JUNE 2004
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4/21/04
RECALL PROCEDURES
1 Change of shift (call person coming on from day off first)
2 First day off
3 Second day off (no prem )
4 Split shift
5/12/04 to 6/4/04 Shift Exchange: Willis & Kaide
SHIFTS
CHANGES
1 0000-0800
BLACK= Authorized changes, Vacations, CTO, Schedule Overtime
2 0800-1600
RED= Sick Leave, Unschedule Overtime
3 1600-2400
4/1/04 - 05/15/04
E.Haskell T/A to HC#2968 ( Loeffler)
4/1/04 - 6/30/04
D Branco S/L
4/8/04
G. Rynkewicz resignation effective 4/16/04
5/3-15/04, 6/1-2/04
Shift Exchange Muranaka Kim
FIRE COMMUNICATIONS CONTROL CENTER
MAY 2004
RECALL PROCEDURES SHIFTS CHANGES
1 Change of shift (call person coming on from day off first) 1 0000-0800 BLACK= Authorized changes, Vacations, CTO, Schedule Overtime
2 First day off 2 0800-1600 RED= Sick Leave, Unschedule Overtime
3 Second day off (no prem) 3 1600-2400
4 Split shift
4/1/04 -05/15/04 E.Haskell T/A to HC#2968 ( Loeffler)
5/12/04 to 6/4/04 Shift Exchange: Willis & Kaide 4/1/04 - 6/30/04 D Branco S/L
4/21/04 4/8/04 G. Rynkewicz resignation effective 4/16/04
5/3-15/04, 611-2104 Shift Exchange Muranaka: Kine
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1 Change of shift (call person coming on from day off first) 1 0000-0800 BLACK= Authorized changes, Vacations, CTO, Schedule Overtime
2 First day off 2 0800-1600 RED= Sick Leave, Unschedule Overtime
3 Second day off (no prem) 3 1600-2400
4 Split shift
4/1/04 -05/15/04 E.Haskell T/A to HC#2968 ( Loeffler)
5/12/04 to 6/4/04 Shift Exchange: Willis & Kaide 4/1/04 - 6/30/04 D Branco S/L
4/21/04 4/8/04 G. Rynkewicz resignation effective 4/16/04
5/3-15/04, 611-2104 Shift Exchange Muranaka: Kine