HomeMy WebLinkAbout17-Police Department
CITY~F SAN BERNARDINOQ RE~EST FOR COU~~~TION
From:
rnIEF OONALD J. BURNE'IT
Subject: PROPOSAL FOR ADDITIONAL DISPATCHERS
Dept: POLICE
Date: 8/7 /89
Synopsis of Previous Council action:
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Recommen<led motion:
That approval be given to create six additional Dispatcher positions,
one additional Dispatch Supervisor position, and one Police Records Clerk I
position, as submitted in the 1989/90 Budget, Expanded Program; and direct
the Director of Personnel to prepare the necessary amendments to Resolution
No. 6433.
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Contact person:
, j:)c,gj.,E'C bl'29.P,
____ Phons: ~,_ ___..lf14-5316
Supporting .jata attached: Staff report ilnd J appendixes.
Ward: .
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FUNDING REQUIREMENTS:
Amount: ___
_,___Source:~/-;,::>(,,'.j ,}i.-1_2~,_ .____~,_~
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Council Notes:
7r).02G2
Agenda Item No, 17
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CITY OF SAN BERNARDINO - REQUEST FOR COUNCIL ACTION
STAFF REPORT
DISPATCH CENI'ER MANNIN3
PROBLEM:
Police Camnmications is severely understaffed. Understaffing is causing
unacceptable levels of stress leave, sick leave, and requests for transfer and/
or resignations. further, the level of experienced dispatchers is dangerously
low and diminishing. Left unchanged, understaffirig will drarratically degrade
our Clbility to provide police ccmnunications service and darrage our errployees.
RECCM1END^T WNS:
1. The City of San Bernardino should :imnediately approve the expanded
program submitted in the 1989/90 Budget for six additional dispatch-
ers and one additional dispatch supervisor. The expanded program
is Appendix A of this document.
FINDINGS:
1. Current staffing levels: The cu=ent staffing level for the San
Bernardino Police Camnmications Center is one supervisor and
six dispatchers on day shift, with two additional trainees, one
supervisor and six dispatchers on swing shift and one supervisor
and five dispatchers on graveyard. Those total to 19 dispatchers
and 4 supervisors. An analysis of the experience level of that
staffing indicates that six of the dispatchers have one year or
less experience, which amounts to approximately 33% of the entire
dispatcher complement. Another 11 dispatchers have one to six
years experience and the remaining six dispatchers have over six
years experience. One-third of the dispatchers having one year
or less experience is a dangerously high inexperience level for
rt dispatch center that uses CAD.
2: Needed staffing levels: The needed staffing level to continue
to function properly is as follows: days, one sUPl'rvisor and
one training supervisor with eight dispatchers, swing, one sup-
ervisor and one relief supervisor with nine dispatchers, grave-
yard, one supervisor and eight dispatchers. The sumary of this
staffing level corresponds to the expanded budget in Appendix A
as follows: 25 dispatchers, 5 supervisors and 1 clerk.
3. i\ survey was conducted on Dispatch Centers in 14 of the Charter
186 cities for salary purposes. That survey is attached in
Appendix B of this document. A slJlTTT'dIY of the findings is as
follows: The average nurrber of dispatchers for the 14 cities
in question was 21 with an average nurrber of dispatch supervisors
as slightly over 4 or 4.2. Of the cities surveyed 7 have the
la-plan Clnd 7 have an 8-hour day plan. All the ci ties surveyed
had CAD. The average calls for service were 5,138 per rronth
8/7 /89
75-0264
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CITY OF SAN BERNARDINO - REQUEST FOR COUNCIL A~TION
STAFF REPORT
( I JI SI'^'I'C11 (,Jo:N'I'EI< MJlNN ING ('Oil linued)
with an average population of 150,000. The study shows that we
are at minimum two people below the average nurrtJer of dispatchers
and have just below the average nurrtJer of supervisors. Our work-
load is significantly higher than the 5,000 average calls per
rronth indicating that the average nurrtJerof dispatchers would not
be sufficient for us.
4. Sick leave: A survey of the past six months, from January I, 1989,
of sick leave usage in the Center discloses that 1,402 hours of
sick leave have been taken by dispatchers in the center since that
date. That averages out to 234 hours a month of sick leave or 29
eight-hour days of sick leave per month.
5. A survey of leave of all other kinds, including vacation, holiday,
military leave, school leave, and injury time disclose the follow-
ing: From the same time period as the above sick leave, a total
of 1,902 hours of leave or an average of 318 hours per month, or
40 eight-hour days per month have been taken.
6. Overtime usage: ^ survey of overtime during the same time period
as sick leave and leave of other types above indicates that a total
of 1,944 hours of overtime or 324 hours per month or 41 eight-hOur
overtime days was accrued during this same time period.
7. In comparison of sick leave to overtime, usage shows that 1,944
hours of overtime and 1,402 hours of sick leave were used during
the same six month period. If I can assurre that the sick leave
used created overtime hour-for-hour then the assumption can be made
that 72% of our overtime was caused by our sick leave problem.
Since our overtime was at 168% of our allotted overtime budget by
June 12 of this year, for last year's budget, all of the overage
could be attributed to our sick leave problem. When you take into
consideration the large amount of overtime expended for the pipe-
line explosion and train derailnEnt, during this period of time,
the figure becares even more significant.
8. When you add together the number of sick leave hours and number of
leave by all other means you care up with a total of 3,304 hours
of leave time for 23 errployees or 144 hours of leave for each and
',very employee during that six month period. That cares out to
dl1mst a full month off for each employee. Looking at sick leave
alone the 1,402 hours of sick leave represents 61 hours of sick
leave for each and every employee during that six month period.
Looking at leave by all other means alone, the 1,944 hours of
leave, divided by 23 errployees represents 841:; hours of leave other
than sick leave for each employee. Clearly the amount of sick
leave in combination with leaves of other types is excessive for
8/7 /89
75.0264
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CITY OF SAN BERNARDINO - REQUEST FOR COUNCIL A~TION
STAFF REPORT
(DISPA'r111 CENTER MANNIIoC Continued)
the mnnber of personnel we have and the limited aroount of personnel
we have to do the job we are required to do. This situation is
causing a great deal of stress on those left behind to do the job.
9. Workload: An analysis of the workload was conducted for the center.
The three criteria used were the number of 9-1-1 calls incaning, the
number of CAD entries made by each of the enployees, and the number
of radio dispatches fran incaning calls for service. The 9-1-1
calls and radio dispatches are only available for the last three
.mnths of thjs period. Averages were usod for each. '!'he average
!lumber of 9-1-1 Cd lIs coming to the center each rronth is 13,738 or
458 per day or 19 per hour. The average number of CAD entries rronth-
ly by the center is 22,048 or 734 per day or 30 per hour. The aver-
age number of radio dispatches per month is 6,875 or 229 per day or
10 per hour. The average number of personnel in the center at any
given tirre is between 4 and 6. Considering the mandate one enployee
work channel one and one employee work channel two, that leaves a
minimum of two people to answer all the incaning calls when 'only 4
personnel are in the center. When one of those four people calls
in sick the obvious need for overtirre is understandable. That four
r~rson shift will not suffice on a busy shift such as swing shift
and particularly on the weekends. There the minimum number of people
to get by is six. As you can see fran our current staffing levels
above, we are barely rreeting these minimLnns, when no one is off
either sick or on leave. Due to the excessive aroount of leaves
this situation is creating our critical manning problem.
HI. Hequest for transfer: Currently we have three dispatchers, all
experienced, who have requested transfers fran the center. Each
has indicated that work conditions and stress levels within the
c:enter have contributed greatly to these requests. In one case a
dispatcher has indicated that he will quit rather than stay in the
center after the end of this board if he does not receive a trans-
fer. In another case the dispatcher has requested a demotion as a
rreans of getting out of the center more quickly to a lesser paying
classification at the Police Station. In still a third case a re-
quest for transfer to a lesser paying category has also been made.
Finally a supervisor has quit effective the second week of August
and based part of her reason for quitting on the stress level and
lack of assistance fran the departrrent and support. All the dis-
patchers involved in these transfers and resignations indicate
that they feel that they do not have enough support fran the depart-
Tnent and the City and that manpower is totally inadequate. Requests
and/or transfers by four people indicate that over 20% of our per-
sonnel are actively seeking other employrrent at this tirre.
8/7 /89
75.0264
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CITY OF SAN BERNARDINO - REQUEST FOR COUNCIL A~TION
STAFF REPORT
(DlSPATCJI CENTER MANNING Continued)
11. Stress: Over the pas t three m:mths stress has becane a real issue
in the center. It started basically three rronths ago when one of
our dispatchers suffered dizziness at Channel Two, which precipatated
an investigation by Loss Prevention into what caused it. The re-
sults of that investigation are that stress in the center has contri-
buted to that individual problem and should be looked into for the
center uS a whole. Appendix C is a copy of that report.
'The sarre dispatcher that was involved in that incident later went
off on stress for two weeks after seeking counseling for job-related
stress. In addition to that dispatcher, another dispatcher filed
for job-related stress at approximately the sarre time, seeking
counseling from the City counseling team and obtaining two weeks
job-related stress leave. A third dispatch supervisor, who has
subsequently resigned, also sought help from the Counseling Team
ubout job-related stress. Two of those three employees have either
asked for a transfer or resigned from the departrrent. On a daily
basis the talk of stress in the center is a common topic of discussion
particularly in relation to swing shift and additional workload that
shift entails.
SlJMMAHY (W FINDINGS:
'rhe Police Communications Center is critically understaffed. The survey
indicates we are at minimum two dispatchers below the average nurrber per
surveyed cities and when workload figures are considered four to six under
minimum average. An additional supervisor seems indicated by those survey
figures as well. The suggested needed staffing levels are justified by the
survey. Our =rent staffing level includes a dangerously high arrount of in-
experienced dispatchers with one year or less seniority. That level is caused
by the turnover rate involved in our stress problem. Our workload figures for
the center indicate a high number of 9-1-1 incoming calls, CAD entries, and
raaio dispatches. Our average radio dispatches are far above the average for
the surveyed cities. Our arrount of sick leave usage for the past six rronths
has been excessive. When taken in light of the other leave, such as vacation,
holiday, military leave and school leave the totals cane to almost a rronth off
per employee. C~ring that to our overtime usage indicates that approximately
70~ of our overt~ is caused by our excessive sick leave problem, and our over-
time figure is sane 68% above allotted figures for the past year. The aITOunt of
stress understaffing causes is manifesting itself in a nurrber of stress related
claims, transfers and resignations. Over 20% of the center's manpower has re-
guested either transfers and/or resigned. When viewed in total, the findings
indicate an extreme stress problem which is building. My concern and rationale
for this staff report is the probable result if we neglect or ignore this problem.
Simply knowing that it exists is not sufficient. Additional staffing must be
8/7 /89
75.0264
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C~TY g SAN BERNARDINO 9REQ\?EST FOR COUNCIL A9rION
STAFF REPORT
(DISPATCH CENI'ER MANNING Continued)
found sanewhere or the result of its continuance will be additional experienced
dispatchers lost and a growing dramatic effect on our ability to perform our
mission. I, therefore, consider this a crisis which rrust be addressed imnedi-
ately and by whatever rreans necessary. OUr dispatchers are a dedicated group
of people who deser:ve better than their =rent situation.
APPENDIXES:
A. San Bernardino Police Department 1989/90 budget expanded program
for Police Carmunications Center personnel expansion.
B. City survey of dispatch centers.
C. City of San Bernardino Risk Management study on stress in the
Communications Center.
75-0264
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CITY OF SAN BERNARDINO
INTEROFFICE MEMORANDUM
8903-2803
TO: SGT. DENNIS KRAUS, POLICE DEPARTMENT
FROM: JERRY D. HODGSON, RISK MANAGEMENT
SUBJECT: POLICE DISPATCH CONTROL CENTER
DATE: March 20, 1989
COPIES:
-------------------------------------------------------------
The health problems experienced by dispatchers at the
"Channel 2" position cannot be explained. No apparent reason
for the symptoms shared by at least four different
individuals could be found.
In an effort to pinpoint the problem, we contacted three
different experts in the field:
a. Mr. Bill Redden, Industrial Hygienist for the
County of Riverside.
b. Mr. Jim Unmack, Industrial Hygienist for Cal Osha
Consulting Service.
c. Capt. Richard Matta, Bioenvironmental Engineer,
USAF, Norton Air Force BAse.
These three gentlemen provided us with a game plan to follow.
They each agreed the solution would be difficult to pin
down. Each suggested that levels of carbon monoxide (CO) and
carbon dioxide (C02) be measured. Each suggested the air
cond it ioning in take air source be checked. Finally each
suggested the air conditioning filters be cleaned on a more
regular basis.
Following the suggestions above, we were unable to establish
any root cause for the problems. Instruments failed to
detect the presence of either CO or C02. The air conditioning
system for the basement has no dedicated air intake - air
enters the basement system from the hallway doors and the
elevator shafts. Beyond that, it is a closed system.
Moreover, the other positions share the same air, and they
have not had any similar occurrences.
Three weeks have gone by without a
reason, we can only suggest the
related events which coincidently
position. However, it should be
consultants suggested the symptoms
repeat episode. For that
episodes were three non-
occured at the 'Channel 2"
noted that each of the
which has been exper-
-
'0
o
o
,~
INTEROFFICE MEMORANDUM:
POLICE DISPATCH CONTROL
March 20, 1989
Page 2
8903-2803
CENTER
ienced, i.e.: dizziness, nausea, headache, could possibly be
brought on by stress. Considering the demands and scope of
the job, stress should not be overlooked.
If we can be of further assistance, please advise.
,be!.{j4-
S fety Officer
JH/sf