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Comprehensive Assessment of Emergency Medical Services 82 <br /> DRAFT REPORT and 911/Communications Center Operations Study <br /> The essential remaining effort to be undertaken will involve the methodology used by Communications <br /> Center and Emergency Services personnel in the orientation and training of the County's Emergency <br /> Service users as to its capabilities and the reports it can be expected to provide for those agencies. <br /> 4.5 RECOMMENDATIONS <br /> Issue: Staffing <br /> Recommendations: <br /> R-13. Hire a full-time, dedicated Data System Manager to be located as close as possible, preferably <br /> adjacent to the Communications Center, and answerable first to the Communications Center <br /> Operations Manager. <br /> This position is a priority and efforts to identify and place a qualified person in this role should begin <br /> immediately. In turn, the coordination, installation and implementation of the new CAD system <br /> software should be at the very top of this individual's `to-do" list. <br /> R-14. Hire a full-time, dedicated Training/Quality Assurance Officer to be located as close as possible, <br /> preferably adjacent to the Communications Center, and answerable first to the Communications <br /> center Operations Manager. <br /> This position is as important as that of the Data System Manager in that accountability and the <br /> adherence to EMD protocols is vital to an effective emergency Communications operation. <br /> R-15. Anticipating increasing responsibilities due to the number of new personnel forthcoming, hire <br /> an additional full-time Training/Quality Assurance Officer no later than the end of year-3. <br /> This recommendation anticipates that by the end of year-3 of the Implementation Schedule identified in <br /> Section 6 that the combined Training/Quality Assurance Officer position will evolve with the addition of <br /> personnel and require a transition to a full-time Training Officer and a full-time Quality Assurance <br /> officer. <br /> R-16. Prepare a schedule for the hiring and training of the identified Telecommunicator positions and <br /> identify the date to begin solicitation and acceptance of applications. <br /> The Communications Center is currently deficient of resources; i.e. personnel, in key positions; <br /> subsequently it will be important to have The Data System Manager and the Training/Quality Assurance <br /> Officer in place prior to the hiring of the personnel to fill the recommended Telecommunicator <br /> positions. Subsequently, the designated Telecommunicator positions, particularly the vacant Assistant <br /> Shift Supervisor and Communications Training Officer positions will be critical to an effective and <br /> efficient hiring timeline. Delays will prolong and exponentially prolong the problem of lack of staff. <br /> R-17. Hire 17 new,full-time Telecommunicators. <br /> The Implementation Schedule suggested in Section 6 identifies a suggested timeline for hiring of these <br /> positions. It is important to recall that hiring a "position" in the Communications Center means <br /> providing the responsibilities of that position 24 hours/day, 365 days/year. Subsequently, that <br /> "position" will require five (5) bodies to fill it. Therefore the sequence for hiring suggests that these <br /> Telecommunicators be hired in groups of no less than five (5) at one time; versus, for example, <br /> approving funding for two (2) people, "one in July and one (1) in January", which is a very inefficient <br /> process. <br /> Solutions for Local Government,Inc. 80 <br />