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This training manual for police dispatchers focuses on telephone and radio procedures for dispatchers and computer-aided dispatch systems. Introductory chapters consider the police subculture; police organizations; law pertinent to dispatchers; and general information for dispatchers in such areas as punctuality, appearance, sleeping, off-duty employment, verbalization, stress, confidentiality, and resources. Suggested philosophies for dispatchers focus on phone answering; relationships with officers, reporters, support people, and other dispatchers; and sexual harassment. Telephone procedures encompass such topics as general telephone techniques, emergency lines, phone resources, recording systems, and tracing telephone calls. Federal Communications Commission rules and regulations are reviewed, followed by detailed descriptions of dispatcher radio procedures. Radio procedures for supervisors are also discussed. A discussion of personal computers for dispatchers precedes a review of computer-aided dispatch systems. The concluding chapter presents a step-by-step procedure for addressing major damage to or overloads upon the dispatch system or police facilities. Appended supplementary information and 30-item reading list.
Fire department operations, especially those serving a large community, present a complex problem in the rapid deployment of personnel and equipment to an emergency. Different departments use various means of communications to accommodate the variety of demands for service, respond to spiraling numbers of alarms, while maintaining acceptable levels of professionalism. It quickly became apparent that the Fire Service had a problem with these high number of alarms and that new methods of predicting alarm incidents and more sophisticated methods of assigning units to incoming alarms must be developed. One such system that has been implemented in recent years is the Computer Aided Dispatch, or as it is often called, "CAD" system. The purpose of this research is to determine the impact this new system made on the communications capabilities of those fire departments utilizing the new CAD systems.
Using the implementation of a computed-aided scheduling and dispatching (CASD) system in Peoria as a case study, the study documents the insights gained from the evaluation effort and provides recommendations regarding the statewide deployment of such systems. With respect to productivity, vehicle assignment limitations must be eliminated to allow the CASD system to optimize vehicle use. With respect to management: (a) Decision-makers must require well defined and pre-formatted training delivery schedules to be included in implementation; and (b) As CASD systems are implemented state-wide, a user group of managers should meet periodically to exchange information, explain innovations, and discuss issues arising as the systems are used in paratransit operations. With respect to training: (a) Each step of the preferred scheduling and dispatch process must be mapped and linked to the new CASD; (b) A pre-defined and formal training period must precede installation and "live" implementation of CASD; (c) Training and reference manuals must be distributed and prominently placed at each computer terminal; and (d) Managerial training in developing and interpreting report data is the most often cited failure of CASD at the manager's level. Vendor training for this extraordinarily important task should become part of any implementation effort. With respect to Automatic Vehicle Location (AVL) and Mobile Data Terminals (MDT) systems: Concurrent implementation of AVL/MDT overcomes the problem of run-posting in that no new personnel need be hired, manifest entries are out of the control of the driver, and no interpretation or data-entry mistakes will be entered into the system; all providing more accuracy and timeliness. With respect to CASD technology in the long-term: (a) Contract administrators must implement fixes to ensure appropriate training is received by site managers to ensure management can access and understand CASD data; (b) Contract managers must ensure that project management support is provided to augment already busy paratransit managers; and (c) The best evaluation of CASD will follow from implementation of AVL and MDT systems. With respect to quality of service: Allowing unrestricted use of vehicles will impact passenger perceptions of on-time rates more favorably. With respect to cost effectiveness: Contract managers must enforce vendor accountability for training, report construction support and software documentation to ensure the potential CASD cost-effectiveness changes.
Prepared for police officers who manage a communications unit, this manual addresses the dispatch supervisor's responsibilities, personnel issues, computer-assisted dispatch (CAD), security, and logging systems. The guide outlines steps that a new communications manager should follow on his or her first day and explores typical problems encountered. Management styles and rules for good managers are summarized. The chapter on personnel focuses on the use of civilian personnel versus sworn officers, recruiting, job classification, and the application process. Guidelines for designing a new communications center are followed by a discussion of human engineering factors that a CAD system should consider, such as keyboard placement and overhead lighting. A scenario in which the communications room is attacked provides the framework for a discussion of security. For departments without CAD, the manual explains the importance of an adequate records program. It also covers the benefits and problems of various dispatch logging systems, organizing an information collection system, and using the statistics it produces. Other topics addressed are logging tape recorders, base stations, and amateur radio issues.