Orange County NC Website
Browse       Search
Comprehensive Assessment of Emergency Medical Services 125 <br />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 the new software's capabilities and the reports it can be expected to provide for <br />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 Telecom municator <br />positions. Subsequently, the designated Telecom municator 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 />Telecom municators 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 very inefficient. <br />Solutions for Local Government, Inc. 81 <br />