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Submitted to Northern Middlesex Council of Governments
Submitted by AECOM December 5, 2013
Northern Middlesex Council of Governments Task 8 Implementation Plan
December 5, 2013
AECOM
Table of Contents
1 2 Introduction.............................................................................................................................................................................6 Issues..................................................................................................................................................................................... 7 2.1 Governance Model........................................................................................................................................................... 7 Regional Emergency Communications Executive Committee.................................................................................7 Operations Committee.............................................................................................................................................7 Emergency Communications Center Director......................................................................................................... 8
2.1.1 2.1.2 2.1.3 2.2
Organizational Issues....................................................................................................................................................... 8 Personnel Policies................................................................................................................................................... 8 Job Descriptions...................................................................................................................................................... 8 Training Requirements............................................................................................................................................ 9
2.2.1 2.2.2 2.2.3 2.3
Union Issues.....................................................................................................................................................................9 Displacement Concerns...........................................................................................................................................9 Rehiring & Seniority............................................................................................................................................... 10 Compensation & Benefits...................................................................................................................................... 10 Existing Union Comparison................................................................................................................................... 10 Work Week Definition........................................................................................................................................ 10 Overtime Provisions.......................................................................................................................................... 10 Shift Differential Provisions............................................................................................................................... 11 Longevity Pay....................................................................................................................................................11 Vacation............................................................................................................................................................ 11 Holidays.............................................................................................................................................................12 Sick Leave.........................................................................................................................................................12 Personal/Floating Leave....................................................................................................................................12 Other Leave.......................................................................................................................................................12
2.3.1 2.3.2 2.3.3 2.3.4 2.3.4.1 2.3.4.2 2.3.4.3 2.3.4.4 2.3.4.5 2.3.4.6 2.3.4.7 2.3.4.8 2.3.4.9
2.3.4.10 Reduction in Force............................................................................................................................................... 13 2.3.4.11 Uniform................................................................................................................................................................. 13 2.3.4.12 Pay & Steps..........................................................................................................................................................13 2.4 Transition and Timeframe...............................................................................................................................................13 Scheduling and Staffing.........................................................................................................................................13 Commitment to Participate................................................................................................................................ 13 Intergovernmental Agreement..........................................................................................................................14 Facility............................................................................................................................................................... 14 Equipment......................................................................................................................................................... 14 Policy and Procedure Development.................................................................................................................. 14 Staffing.............................................................................................................................................................. 14
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2.4.1 2.4.1.1 2.4.1.2 2.4.1.3 2.4.1.4 2.4.1.5 2.4.1.6
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2.4.2
Transition to New System......................................................................................................................................15
Appendix 2A................................................................................................................................................................................ 16 Appendix 2B................................................................................................................................................................................ 36 3 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9 3.10 3.11 3.12 4 Existing Conditions Analysis Update.............................................................................................................................. 42 Current Community Environment...............................................................................................................................42 Current Dispatch Environment....................................................................................................................................... 43 Town of Chelmsford....................................................................................................................................................... 43 Town of Dracut Police Dispatch..................................................................................................................................... 44 Dracut Fire Department Communication Center............................................................................................................ 44 City of Lowell.................................................................................................................................................................. 45 Pepperell........................................................................................................................................................................ 45 Tewksbury...................................................................................................................................................................... 46 Tyngsborough.................................................................................................................................................................46 Dispatch Center Staffing............................................................................................................................................ 47 Emergency Medical Dispatch.....................................................................................................................................47 2011 Budget...............................................................................................................................................................48
Analysis of Alternative Solutions.......................................................................................................................................... 49 4.1 Technological Assumptions............................................................................................................................................49 Interoperability/Interagency Coordination.............................................................................................................. 49 Computer-Aided Dispatch (CAD) System..............................................................................................................49 Records Management Systems (RMS)................................................................................................................. 50 911 System............................................................................................................................................................50 Mapping/Geographic Information Systems (GIS).................................................................................................. 50 Emergency Medical Dispatch (EMD).....................................................................................................................51 Logging Recorder System..................................................................................................................................... 51
4.1.1 4.1.2 4.1.3 4.1.4 4.1.5 4.1.6 4.1.7 4.2
Option 1 No Consolidation...........................................................................................................................................51 Organization.......................................................................................................................................................... 51 Staffing...................................................................................................................................................................51 Technology............................................................................................................................................................ 52 Space.....................................................................................................................................................................52 Back-Up................................................................................................................................................................. 52
4.2.1 4.2.2 4.2.3 4.2.4 4.2.5 4.3
Option 2 Chelmsford, Lowell and Tewksbury RECC...................................................................................................52 Organization.......................................................................................................................................................... 52 Staffing...................................................................................................................................................................52 Technology............................................................................................................................................................ 53 Space.....................................................................................................................................................................53
4.3.1 4.3.2 4.3.3 4.3.4 4.4
Option 3 Dunstable, Groton, Pepperell, and Tyngsborough........................................................................................53

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4.4.1 4.4.2 4.4.3 4.4.4 4.5
Organization.......................................................................................................................................................... 53 Staffing...................................................................................................................................................................53 Technology............................................................................................................................................................ 54 Space.....................................................................................................................................................................54
Option 4 Chelmsford, Dracut, Lowell, and Tewksbury RECC..................................................................................... 54 Organization.......................................................................................................................................................... 54 Staffing...................................................................................................................................................................54 Technology............................................................................................................................................................ 55 Space.....................................................................................................................................................................55
4.5.1 4.5.2 4.5.3 4.5.4 4.6
Option 5 - Chelmsford, Dracut, Dunstable, Lowell, Pepperell, Tewksbury and Tyngsborough RECC...........................55 Organization.......................................................................................................................................................... 55 Staffing...................................................................................................................................................................55 Technology............................................................................................................................................................ 56 Space.....................................................................................................................................................................56 Back-Up................................................................................................................................................................. 56
4.6.1 4.6.2 4.6.3 4.6.4 4.6.5 4.7 4.8 4.8.1 4.8.2 4.8.3 4.8.4 5
Strengths and Weaknesses of Alternatives....................................................................................................................56 Governance Alternatives............................................................................................................................................57 Use Existing PSAP................................................................................................................................................ 58 Co-location.............................................................................................................................................................58 Separate Organization...........................................................................................................................................58 Discussion of Governance Alternatives................................................................................................................. 58
Opinion of Probable Cost..................................................................................................................................................... 60 5.1 Option 1 No Consolidation Maintain Existing Situation............................................................................................... 64 Staffing..................................................................................................................................................................64 Maintenance and Operations.................................................................................................................................64 Current Expenditures.............................................................................................................................................64
5.1.1 5.1.2 5.1.3 5.2
Option 2 Chelmsford, Lowell, and Tewksbury Consolidation...................................................................................... 66 Capital Equipment Expenses.................................................................................................................................66 Salary Expenses....................................................................................................................................................67 Operations and Maintenance.................................................................................................................................68 Total Annual Cost.................................................................................................................................................. 68 Total Annual Change per Community....................................................................................................................68 Option 3 Dunstable (Groton), Pepperell and Tyngsborough Consolidation............................................................ 69 Capital Equipment Expenses.................................................................................................................................70 Salary Expenses....................................................................................................................................................70 Operations and Maintenance.................................................................................................................................71
5.2.1 5.2.2 5.2.3 5.2.4 5.2.5 5.3 5.3.1 5.3.2 5.3.3
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5.3.4 5.3.5 5.4 5.4.1 5.4.2 5.4.3 5.4.4 5.4.5 5.5 5.5.1 5.5.2 5.5.3 5.5.4 5.5.5 5.6 6 6.1 6.2
Total Annual Cost.................................................................................................................................................. 71 Total Annual Change per Community....................................................................................................................72 Option 4 Chelmsford, Dracut, Lowell, and Tewksbury Consolidation..................................................................... 72 Capital Equipment Expenses.................................................................................................................................73 Salary Expenses....................................................................................................................................................73 Operations and Maintenance.................................................................................................................................74 Total Annual Cost.................................................................................................................................................. 74 Total Annual Change per Community....................................................................................................................75 Option 5 Establish One Regional RECC....................................................................................................................75 Capital Equipment Expenses.................................................................................................................................76 Salary Expenses....................................................................................................................................................76 Operations and Maintenance.................................................................................................................................77 Total Annual Cost.................................................................................................................................................. 77 Total Annual Change per Community....................................................................................................................78
Cost for 24/7 Coverage.................................................................................................................................................. 78 RECC Operations...........................................................................................................................................................80 Intermunicipal Agreement...............................................................................................................................................80 Governance.................................................................................................................................................................... 80 Regional Emergency Communications Executive Committee...............................................................................80 Operations Committee...........................................................................................................................................80
6.2.1 6.2.2 6.3 6.4 6.5 6.6 6.7 6.8 6.8.1 6.8.2 6.9 6.10 6.11 6.12 6.13 7 7.1 7.2
Equipment/Technology...................................................................................................................................................81 Staffing........................................................................................................................................................................... 81 RECC Location...............................................................................................................................................................81 Facility............................................................................................................................................................................ 82 Back-Up..........................................................................................................................................................................83 Policy and Procedures and Standard Operating Procedures.................................................................................... 83 Personnel Policies................................................................................................................................................. 83 Standard Operating Procedures............................................................................................................................ 83
Training Requirements................................................................................................................................................... 84 Union Issues, Pay and Benefits................................................................................................................................. 84 Budget/Funding..........................................................................................................................................................85 Transition to the RECC.............................................................................................................................................. 87 Recommendation and Time Line............................................................................................................................... 88 Regional Lock-Up Facility...............................................................................................................................................89 Hampshire Regional Police Lock-Up Case Study.......................................................................................................... 90 Regional Lock-Up........................................................................................................................................................... 90
Appendix 6A................................................................................................................................................................................ 91
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List of Tables
Table 3-1 Table 3-2 Table 3-3 Table 3-4 Table 3-5 Table 3-6 Table 3-7 Table 3-8 Table 3-9 Table 3-10 Table 3-11 Table 3-12 Table 4-1 Table 4-2 Table 4-3 Table 4-4 Table 4-5 Table 5-1-1 Table 5-1-2 Table 5-1-3 Table 5-2 Table 5-2-1 Table 5-2-2 Table 5-2-3 Table 5-2-4 Table 5-2-5 Table 5-3 Table 5-3-1 Table 5-3-2 Table 5-3-3 Table 5-3-4 Population Figures, Estimates and Projections PSAPs and Dispatched Agencies Chelmsford Police Department Dracut Police Department Dracut Fire Department Lowell Police Department Town of Pepperell Tewksbury Police Department Tyngsborough Police Department Current Personnel EMD 2011 Budget Current Personnel Option 2 Option 3 Option 4 Option 5 Projected Future Expenditures Salary O&M Projected Future Expenditures Capital Replacement Projected Future Expenditures Total Opinion of Probable Cost Participation Ratio Chelmsford, Lowell and Tewksbury Option 2 Opinion of Probable Cost Chelmsford, Lowell and Tewksbury Capital Equipment Expenses Option 2 Opinion of Probable Cost Chelmsford, Lowell and Tewksbury Annual Salary Expenses Option 2 Opinion of Probable Cost Chelmsford, Lowell and Tewksbury Annual Operations & Maintenance Expenses Option 2 Opinion of Probable Cost Chelmsford, Lowell and Tewksbury Annual Expenses Participation Option 2 Opinion of Probable Cost Chelmsford, Lowell and Tewksbury Annual Change Option 2 Opinion of Probable Cost Participation Ratio Dunstable (Groton), Pepperell and Tyngsborough Option 3 Opinion of Probable Cost Dunstable (Groton), Pepperell and Tyngsborough Capital Equipment Expenses Option 3 Opinion of Probable Cost Dunstable (Groton), Pepperell and Tyngsborough Annual Salary Expenses Option 3 Opinion of Probable Cost Dunstable (Groton), Pepperell and Tyngsborough Annual Operations & Maintenance Expenses Option 3 Opinion of Probable Cost Dunstable (Groton), Pepperell and Tyngsborough Annual Expenses Participation Option 3 Opinion of Probable Cost Dunstable (Groton), Pepperell and Tyngsborough Annual Change Option 3 Opinion of Probable Cost Participation Radio Chelmsford, Dracut, Lowell and Tewksbury Option 4 Opinion of Probable Cost Chelmsford, Dracut, Lowell and Tewksbury Capital Equipment Expenses Option 4 Opinion of Probable Cost Chelmsford, Dracut, Lowell and Tewksbury Annual Salary Expenses Option 4 Opinion of Probable Cost Chelmsford, Dracut, Lowell and Tewksbury Annual Operations & Maintenance Expenses Option 4 Opinion of Probable Cost Chelmsford, Dracut, Lowell and Tewksbury Annual Expenses Participation Option 4 Opinion of Probable Cost Chelmsford, Dracut, Lowell and Tewksbury Annual Change Option 4 Opinion of Probable Cost Full Regional Consolidated Communication Center Participation Ratio Option 5
Table 5-3-5 Table 5-4 Table 5-4-1 Table 5-4-2 Table 5-4-3 Table 5-4-4 Table 5-4-5 Table 5-5
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Table 5-5-1 Table 5-5-2 Table 5-5-3 Table 5-5-4 Table 5-5-5 Table 5-6
Opinion of Probable Cost Full Regional Consolidated Communication Center Capital Equipment Expenses Option 5 Opinion of Probable Cost Full Regional Consolidated Communication Center Annual Salary Expenses Option 5 Opinion of Probable Cost Full Regional Consolidated Communication Center Annual Operations & Maintenance Expenses Option 5 Opinion of Probable Cost Full Regional Consolidated Communication Center Annual Expenses Option 5 Opinion of Probable Cost Full Regional Consolidated Communication Center Annual Change Option 5 Projected Future Expenditures 24/7 Staffing
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Introduction
AECOM was retained by Northern Middlesex Council of Governments (NMCOG) to build upon the Feasibility Study for a Regional Emergency Communications Center (RECC) to develop an implementation plan for the development of one or two RECCs in the Greater Lowell region. To accomplish this study, AECOM worked with NMCOG, the 911 Work Group and the seven (7) townships participating in the study. Outlined below are the principal areas that were completed under Task 1 to complete the implementation study. Agree with NMCOG on the communications protocol, document formats and a completion schedule. Reviewed the existing data to determine what data needed to be updated. Created a questionnaire to augment the data that was previously collected. Established with NMCOG a working schedule for the completion of the questionnaire. Presented the work plan to the 911 Work Group and outlined the updated information needs summarized in the questionnaire. Meetings were scheduled in communities which had new Police or Fire Chiefs to provide an overview of the program and receive their input.
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Issues
No two public safety agencies are identical. This is true not just in the Northern Middlesex region, but also nationwide and worldwide. While there are many similarities, each agency has evolved based on its own, local situation, and there are many unique factors that have contributed to the current state of each agency. The creation of a shared emergency communications center will result in significant changes in the operations of each of the participating public safety agencies. It is critically important that the process of creating the shared center be focused on making positive improvements to all aspects of the delivery of public safety services to all citizens of and visitors to the region. A number of issues have been identified as key factors in the implementation of the Northern Middlesex Regional District RECC. Properly addressing these issues will be necessary for a smooth transition to new operations in the RECC. Herein, AECOM examines these key issues and offers recommendations on their resolution.
2.1
Governance Model
One of the first issues that must be resolved is the governance structure of the shared center. There are a number of models for the governance of a consolidated center. One possibility is for one of the existing agencies to absorb the dispatch operations of the other participants. Another would be for one agency to run a center, with the other agencies contracting with it for services. This model would require an IMA between the affected communities and the employees would become employees of the host community. The third involves co-location of dispatch centers, with each agencys operations independent of the other co-located agencies. Facilities and equipment are shared, producing some cost savings. The fourth alternative is an independent center, where a newly formed department or agency provides dispatch services for all of the participating agencies. Due to the size and complexity of the recommended RECC, AECOM believes the model that would best serve all of the communities is to create an independent agency focused on the provision of public safety communications services for the participants. The separate entity has been the model of choice in most of the successful consolidations that we have studied. We recommend that a two-tiered governance structure be established to provide oversight of the RECC, comprised of an Executive Committee and an Operations Committee.
2.1.1
Regional Emergency Communications Executive Committee
The Executive Committee for the dispatch authority should be comprised of members from the participating communities. One person would be appointed by the City/Town Manager or Board of Selectmen of each community as a member of the Executive Committee. It is recommended that the appointments be made from senior elected or the chief administrator. The selection, however, would be the individual decision of each participating community. This Committee should be the general policy making authority for the dispatch operations. Its functions should include: Entering into contracts Acquiring, holding, or disposing of property Approval of authoritys annual budget and expenditures Hiring, employing and terminating dispatch management staff Adopting and revising bylaws for its operations as well as the operations of the user advisory committee
2.1.2
Operations Committee
The second part of the governance structure is the Operations Committee. The Operations Committee should consist of senior representatives of the agencies served by the RECC.
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The function of the Operations Committee is to provide guidance and input to the Executive Committee and the Regional Emergency Communications Center Director on operational and other appropriate issues. It is envisioned that the Operations Committee would work with the dispatch manager to develop appropriate standards and procedures concerning RECC performance, personnel selection and training, and other technical and operational issues as directed by the Executive Committee.
2.1.3
Emergency Communications Center Director
The Regional Emergency Communications Center Director should be appointed by the Executive Committee, subject to the advice and input of the Operations Committee. For purposes of efficiency and consistency in management, many of the duties which are outlined to the Executive Committee should be delegated to the Director. However, the Executive Committee should reserve the right of review and oversight. The Director should be subject to the following standards: The Director should be responsible for managing the day-to-day operations of the center. The bylaws written by the Executive Committee should outline the powers bestowed upon the Director. Those powers should include, but not be limited to, the rights to hire, terminate, discipline, and manage personnel. However, the Executive Committee should reserve the right of review and to overrule a decision by the Director for serious personnel actions. The bylaws should specify when the Director may be involuntarily dismissed. The attached draft intergovernmental agreement, Appendix 2A, represents the suggested organization for the NMCOG RECC; additionally, Appendix 2B contains the RECC Directors job description, which is a suggested model for the position.
2.2
2.2.1
Organizational Issues
Personnel Policies
The dispatchers coming to the new organization will be from different existing dispatch centers, and will have trained and operated under diverse systems. As part of the policy and procedure development, employment standards and procedures will need to be established. The RECC Director, in collaboration with the Operations Committee, should develop personnel standards and procedures prior to beginning the staffing process. It is also expected that policies and standards will be affected by the designated collective bargaining unit. Commonwealth LEADS and NCIC data access requirements will be mandated as well. Once personnel standards and procedures development is complete, recruitment and selection of the RECCs dispatch staffs can begin. Existing dispatch employees of the participating agencies should be encouraged to apply. Some may choose to remain with their existing agency in new positions. Others may choose to retire or seek other employment. If a sufficient number of existing dispatch employees apply, then the selection process can begin. We suggest that open applications (outside of the participating agencies current dispatch staff) only be sought if a sufficient number of qualified people cannot be found in the pool of current employees. The selection process should be completed no later than the end of the first quarter of 2015, so that the employees can begin training. In addition to being trained on the new policies and procedures, the employees will need to become familiar with the operations of each of the participating agencies and the geography served by the RECC.
2.2.2
Job Descriptions
Please See Appendix 2B for the list of job descriptions.
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2.2.3
Training Requirements
The staff assigned in the NMCOG RECC will require additional training above what they already possess. There are several sources for training material and programs. The national Association of Public Safety Communication Officers (APCO) and the National Emergency Number Association (NENA) offer basic and advanced training courses that cover many areas of subject matter. These courses are offered periodically and are either on-site or at convention sites. For Emergency Medical Dispatching there are 3 commercial sources: Medical Priority, Powerphone, and DOT. The medical protocols used in each are essentially the same; however, as this is an expected function of the system, one should be selected and all dispatchers trained in the process. Periodically, there is also training available from the Commonwealth, and the Commonwealth provides training stipends for dispatchers. Lastly, the embedded vendors will provide training on their products, normally for a fee. Much of the procedures and other dispatch protocols will be specific to the RECC. This causes a great deal of the required training material and programs to be created and administered in-house. This will be one of the most important responsibilities for the supervisors and managers. The operational rules governing the RECC should be laid out in a set of Standard Operating Procedures (SOP). The RECC Director and the Operations Committees should develop the SOP jointly. The SOP would be subordinate to any contradictory local ordinance, Massachusetts Statutes, the Board by laws or any current labor agreement or one subsequently adopted. The Commission on Accreditation of Law Enforcement Agencies (CALEA), in conjunction with the Association of Public Safety Communications Officials (APCO), has developed an accreditation program for communications centers. Two hundred eighteen standards have been developed as a part of the program. The Commission on Fire Accreditation utilizes the same criteria. These standards are organized into six topic areas: Organization Direction and Authority Human Resources Recruitment and Selection Training Operations The standards represent the best professional requirements and practices and describe what the agency should be doing, not how they should be doing it. While we recommend that the RECC pursue CALEA Communications Center Accreditation, the standards are a useful guide to the establishment of policies and procedures regardless of whether or not accreditation is sought.
2.3
Union Issues
The personnel of the existing centers are members of several different collective bargaining units. There will be some contention over who is selected to represent the employees of the RECC. Since it will be a new, independent entity if our recommendations are followed, the employees will need to decide if they want to be represented and by whom, and then a new collective bargaining unit and agreement will need to be negotiated.
2.3.1
Displacement Concerns
In response to concerns expressed by current dispatchers about their future employment, it can be presumed that many of them will have the opportunity to transfer to the new organization. In addition, there will be a need for some positions to be retained at the employees current departments for the collateral duties now currently being handled by the dispatch staff.
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2.3.2
Rehiring & Seniority
The ECC Director should be responsible for hiring the staff. The Director should give preference to dispatchers currently working in the participating entities. The standards for hiring new personnel will be set out in the directives that govern the communication center. The board should decide compensation for the staff. Tenure and seniority for dispatchers who have been displaced by the reorganization of a central communications center should remain (e.g., a dispatcher with 10 years of service at a particular department, should maintain his or her 10 years of service at a new center). Existing dispatch employees of the involved agencies at the time of consolidation may also have the opportunity to apply for a position within their existing entity depending on their qualifications. The salary and benefits will be determined by the position for which the individual applies.
2.3.3
Compensation & Benefits
There should be one compensation and benefits package equal to that of the highest paid dispatcher within the current grouping (e.g., if one entity offers the best compensation package to its dispatchers, then the board should offer a comparable package to all of its dispatch staff). The compensation package should include health and retirement benefits. Table 2-1 Labor Agreement Review will be included in a separate excel spreadsheet.
2.3.4
Existing Union Comparison
Seven of the eight agencies are represented by collective bargaining units: Chelmsford, Dracut Police, Groton, Lowell, Tewksbury, and Tyngsborough. For these agencies, there are four separate unions involved: the New England Police Benevolent Association for Dracut and Tyngsborough; the International Brotherhood of Police Officers for Groton; the International Association of Firefighters for Dracut Fire, and the American Federation of State, County, and Municipal Employees, AFL-CIO for Chelmsford, Lowell, and Tewksbury. Another aspect of this is that the favorability of the union will depend on the point of view. The best union for the employees may well be the worst for the municipality. It is expected that the employees will seek one of the existing unions. Since there is little difference in the provisions, the union with the most current employees will probably be chosen. The provisions for each agency are similar but there are some differences. The sections below identify the provisions in 10 key areas.
2.3.4.1 Work Week Definition

The hours required in a normal work week: Chelmsford Police Department 40 hours week, 8 hour shifts, 4 days on 2 days off Dracut Police Department 40 hours week, 8 hour shifts, 4 days on 2 days off Dracut Fire Department 24 on, 2 off; 24 on, 4 off. Pay based on 42 hour work week, based on an 8 week cycle. Groton 40 hours week, 8 hour shifts, 5 days on 2 days off Lowell Police Department 40 hours week, 8 hour shifts, 4 days on 2 days off Tewksbury Police Department 33 or 41.25 hours week, 8.25 hour shifts, 4 days on 2 days off Tyngsborough Police Department 40 hours week, 8 hour shifts, 4 days on 2 days off Pepperell 40 hour week/8 hour shift; 5 days on, 2 off.
2.3.4.2 Overtime Provisions

How overtime pay is allotted: Chelmsford Police Department 1.5 pay when more than 40 hours or more than 8 hours Dracut Police Department 1.5 pay when more than 40 hours or more than 8 hours
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Dracut Fire Department 1.5 pay rate over 42 hours based on the 8 week cycle Groton - 1.5 pay when more than 40 hours or more than 8 hours Lowell Police Department 1.5 pay when more than 40 hours or more than 8 hours; plus 2.0 pay when working a declared emergency Tewksbury Police Department - 1.5 pay when more than 40 hours or more than 8 hours Tyngsborough Police Department 1.5 pay when more than 40 hours or more than 8 hours Pepperell 1.5 pay rate when over 40 hours per week or 8 hours per shift.
2.3.4.3 Shift Differential Provisions

Shift differential pay provisions: Chelmsford Police Department - $1 per hour for shifts 3/11 and 11/7 Dracut Police Department $8 per shift for midnight shift and $10 if EMD qualified Dracut Fire Department - None Groton 6% for 3 PM-11PM shift; and 8% for 11PM-7AM shift Lowell Police Department 5% added for shifts after 3PM and $1 per hour if EMD qualified Tewksbury Police Department - None Tyngsborough Police Department $1.37 per hour for night shifts Pepperell 5% for second shift and 7% for third shift.
2.3.4.4 Longevity Pay

Longevity pay: Chelmsford Police Department Paid 2 times a year @ $1,500 for 10 years; $1,950 for 15 years; $2,300 for 20 years Dracut Police Department 4 steps with 2% increase each Dracut Fire Department 5 Years = $575; 10 years = $745; 11-3 1.75% on base; 15 years = $825; 11-3 = 3% on base; 20 years = $905; 1/31/15 3% on base. Groton - After 5 years $300.00 annually; then $70.00 per added years for 6-11; then $80 per year for 12-16; then $90 per year for 17-21; then $100 per year for 21+ Lowell Police Department None Tewksbury Police Department 5 years = 3%; 10 years = 6%; 15 years = 9.5%; 20 years = 12%; $3,000 max. Tyngsborough Police Department 10 years = $1,697; 15 years = $2,546; 20 years = $3,399; 25 years =$4,244 Pepperell 6 to 10 years = $500 + $25 x Grade; 11 to 15 years = $600 + $30 x Grade; 16 to 20 years = $700 + $35 x Grade; 21 to 25 years = $800 + $40 x Grade; 26 to 30 years = $900 + $50 x Grade; 31 to 35 years = $1,000 + $70 x Grade; 36 + years = $1,100 + $70 x Grade; $3,500 max.
2.3.4.5 Vacation
Vacation allotments: Chelmsford Police Department - .833 days per month to 5 Years; 1.25 days 6 to 10 years; 1.66 days to 11 to 20 years; 2.08 days after 20 years Dracut Police Department year 1 = 5 days; years 2-4= 10 days; years 5-9 = 15; 10+ years = 20 Dracut Fire Department 6 months = 1 week; 1 year = 2 weeks; 5 years = 3 weeks; 10 years = 4 weeks; 15 years = 5 weeks. Groton - 0 to 5 years = 2 weeks; 6-10 years = 3 weeks; 11-15 years = 4 weeks; 16-20 years = 5 weeks; 21 years = 26 days; 22 years = 27days; 23 years = 28 days; 24 years = 29 days; 25+ years = 35 days Lowell Police Department years 1-5 = 2 weeks; years 5-10 = 3 weeks; years 10-15 = 4 weeks; years 15-20 = 5 weeks; years 20+ = 6 weeks Tewksbury Police Department years 0-4 = 10 days; years 5-9 = 15 days; years 10-19 = 20 days; 20+ = 25 days Tyngsborough Police Department .5 to 1 years = 5 days; years 1-5 = 10 days; years 5-10 = 15 days; years 10-20 = 15; years 20-25 = 25 days; years 25+ = 30 days Pepperell 0 to 5 years = 10 days; 5 to 10 years = 15 days; 10 to 15 years = 20 days; 15 to 25 years = 25 days; 25 years + 30 days.
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2.3.4.6 Holidays
Holiday granted: Chelmsford Police Department 11 Dracut Police Department 12 Dracut Fire Department 12 Groton 11; Permanent part time 6 Lowell Police Department 11 Tewksbury Police Department 11 Tyngsborough Police Department 12 Pepperell 11.5
2.3.4.7 Sick Leave

Sick leave provisions: Chelmsford Police Department 1.25 days per month, up to 15 days per year. Dracut Police Department 5 days after 6 months; 1.25 days per month after one year. Dracut Fire Department 1.25 per month until July 1 after probationary year then 15 days per year. Groton - 1.25 days per month up to 160 days Lowell Police Department 15 days Tewksbury Police Department 1.25 days per month until max of 165 days Tyngsborough Police Department 1.25 days per month until max of 150 days Pepperell 6.67 hours per month.
2.3.4.8 Personal/Floating Leave

Leave granted: Chelmsford Police Department 3 personal days Dracut Police Department 3 personal days after one year Dracut Fire Department 3 personal days Groton 8 personal days; 3 for part time Lowell Police Department 5 personal days; 1 floating day Tewksbury Police Department 2 personal days Tyngsborough Police Department None Pepperell 3 personal days
2.3.4.9 Other Leave

Leave granted: Chelmsford Police Department Bereavement, Maternity, Paternity, FMLA, Military. Dracut Police Department Bereavement; Maternity, Paternity, FMLA, Military. Dracut Fire Department - Bereavement, Maternity, Paternity, FMLA, Military, Union Business. Groton Bereavement, Maternity, Paternity, FMLA, Military. Lowell Police Department Bereavement, Maternity, Paternity, FMLA, Military. Tewksbury Police Department - Bereavement, Maternity, Paternity, FMLA, Military. Tyngsborough Police Department Bereavement, Maternity, Paternity, FMLA, Military. Pepperell Bereavement, Maternity, Paternity, FMLA, Military.
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2.3.4.10 Reduction in Force

RIF: Chelmsford Police Department 4 weeks pay based upon seniority Dracut Police Department None Dracut Fire Department Inverse Seniority Groton - None Lowell Police Department None Tewksbury Police Department - None Tyngsborough Police Department None Pepperell None
2.3.4.11 Uniform
Uniform pay allowance: Chelmsford Police Department - $450.00 Dracut Police Department $300.00 for full time and $125 for part time Dracut Fire Department - $500 Groton - $400.00 for full time and $200 for part time Lowell Police Department None Tewksbury Police Department - $600.00 Tyngsborough Police Department $850.00 +$300.00 for cleaning Pepperell None
2.3.4.12 Pay & Steps

Pay levels and grades: Chelmsford Police Department lowest $18.02; highest $22.31; 6 steps Dracut Police Department 4 steps increase at 2% each step Dracut Fire Department - lowest $629.93 week; highest $925.20 week, 4 steps Groton - lowest $20.30; highest $24.48; annual step 2% Lowell Police Department lowest $18,11; highest $20.26; 7 steps Pepperell Communications Center lowest $17.38; highest $21,15; 6 steps Tewksbury Police Department highest $22.85; 5 steps Tyngsborough Police Department highest $29.36, 2 steps Table 2.1 at the end of this section displays the provisions of each bargaining unit.
2.4
Transition and Timeframe
The implementation of the Regional Emergency Communications Center is a significant, multi-faceted project. There will need to be close coordination among all participants in order to make certain that all of the activities occur in a timely manner. We suggest thinking of the project in four elements that must come together: Governance structure Dispatch facility and equipment (including the radio system) Personnel selection and training Policy and procedure development
2.4.1
Scheduling and Staffing
2.4.1.1 Commitment to Participate

Before any other activities occur, and as expeditiously as possible, each of the communities should formally commit to participate in the RECC. We suggest this be accomplished by August 2014.
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2.4.1.2 Intergovernmental Agreement

As soon as the involved entities have committed to the consolidation project, legal counsel for the entities should prepare the intergovernmental agreement and present it for adoption. All involved entities should adopt the agreement no later than February 2015.
2.4.1.3 Facility
Typically, the construction of a new public safety communications center takes a minimum of eighteen months from the start of the design phase until the completion of construction. Installation and burn-in of the new equipment requires another forty-five to sixty days beyond the substantial completion of construction. As noted above, the design of public safety communications centers and emergency operations centers is a specialized field. It is important to the success of this that a design firm with the appropriate experience be selected. The following tasks are part of the development of the new facility: Subproject start Complete Space Planning for RECC Complete Dispatch Center Design Begin Dispatch Center Construction Dispatch Center Substantial Completion Cutover to Consolidated Center
March 2015 June 2015 December 2015 May 2016 November 2016 June 2017
2.4.1.4 Equipment
Detailed functional specifications, based on the specific needs of the user agencies, will need to be developed, requests for proposals issued, proposals received and reviewed, negotiations conducted with the successful respondents, and the system implemented in close coordination with the building schedule. In order to achieve the coordination, the procurement process for this specialized equipment should begin shortly after the building contractor is selected. This process should begin about the time the construction of the facility starts.
2.4.1.5 Policy and Procedure Development

A comprehensive, well thought out uniform set of written directives, including standard operating procedures and policies will be a critical part of the operation of the shared communications center. Work to develop these directives should begin immediately after the director is brought on board with the goal of having them completed well before cutover. The creation of a RECC is a challenging undertaking; finding the right person to lead the consolidation is a critical early step of the consolidation process. It is important the director be brought on board as early in the process as feasible. The additional dispatch administrative positions recommended should be phased in over the next twelve months. AECOM recommends that the RECC Director be selected and hired no later than June 2015. AECOM recommends that the development of the comprehensive policy and procedure manual be completed no later than January 2016. AECOM recommends that the RECC dispatch staff be selected and begin training on the policies and procedures no later than March 2017.
2.4.1.6 Staffing
The estimated dispatch center staffing for each option is defined in Section 4 by the total number of telecommunicators and supervisors. In each option, with the exception of option 3, the center would also require four administrative personnel including the 911 Director, a Technical position, Training Director and an Administrative Assistant. Option 3 did not include the Technical position for budgetary considerations. The administrative staff will be required to oversee the day-to-day
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operations of the center, including staffing, training, and quality assurance, while the Technical position would be responsible for keeping the system and equipment in the dispatch center up to date and functioning properly, as well as maintaining the various data bases used by that center.
2.4.2
Transition to New System
The existing call taker and dispatch operations will be moved to a new facility. This new facility will house call taker and dispatch operations for the Northern Middlesex Regional Emergency Communications District. This project will require building design services, including technology systems integration design services for E911 communications infrastructure. The participating communities must also provide for the continuation of operations and systems services throughout the construction and testing phases of the project as well as planning and coordination with the E911 cutover. The project will require contractor RFIs, purchase specifications, review of construction submittals related to the building technology infrastructure and the interface of the emergency communications equipment with the installed building infrastructure. The projects systems will require preconstruction meetings, site visits during construction to review building technology infrastructure, and substantial completion inspections to verify the building technology infrastructure is complete and ready to receive the Districts equipment. The project will also require systems validation testing and documentation for installed emergency communication and data cabling and termination devices. The cutover to the new center will involve moving the entire PSAP and dispatch operation from the existing dispatch centers to the new facility. Because of the nature of 911, all dispatch and communications operations must remain in operation at all times throughout the process. The plan must have all equipment installed in the new center prior to cutover. The equipment must be fully functional and reliable at the time of cutover. To ensure this, the project team must test and approve all systems prior to cutover day. The team will work with the municipalities and the vendors of the equipment supporting the 911, dispatch, and emergency operations for review and approval of their installation and testing plan for all equipment to be installed in the new center. Meetings will be required throughout the process. Participating communities can expect the following project meetings and surveys: Initial Vendor Coordination Meetings Equipment Installations and Testing CPE Equipment and Systems PBX and Admin telephones CAD Systems DVL Systems Two-way radio and radio console systems Radio antennas and control equipment Console Furniture Systems Final Vendor Meetings
The important factor is that the participating communities maintain effective communications leading up to the cutover and that no systems go down as the new RECC is brought on line.
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Appendix 2A
INTERMUNICIPAL AGREEMENT FOR OPERATION OF A REGIONAL 911 EMERGENCY COMMUNICATION DISTRICT BY AND BETWEEN COMMUNITIES IN THE NORTHERN MIDDLESEX REGION This Intermunicipal Agreement ("IMA") is dated as of the XX day of , 2013, in accordance with the provisions of Massachusetts General Laws, Chapter 40, Section 4A, by and between the "Participating Communities" (as defined below). The effective date of the IMA (the "Effective Date") shall be the date after the last of the seven (7) Participating Communities have executed this IMA. PREAMBLE In order to establish, operate and maintain a consolidated emergency services communications and dispatch system for certain communities in the Northern Middlesex Region, the municipalities of Chelmsford, Dracut, Dunstable, Lowell, Pepperell, Tewksbury, and Tyngsborough (together, the "Participating Communities") agree to accomplish this by jointly exercising their common powers in the manner set forth in this agreement. RECITALS WHEREAS, the Participating Communities are each empowered by law to staff, maintain, and operate a public safety communications and dispatch facility, which is a proper governmental function and service; and WHEREAS, the Participating Communities desire to join together to establish a regional 911 emergency communications district comprised of their communities and any other communities which may in the future be admitted into the district; and WHEREAS, the Participating Communities desire to operate and maintain a consolidated regional 911 emergency communication facility in the region and to provide an orderly method for the accomplishment thereof; and WHEREAS, the Participating Communities have agreed to share the costs, responsibilities and obligations of constructing, operating, and maintaining a municipal regional 911 emergency communication facility in the Northern Middlesex region; and WHEREAS, the Participating Communities have established this inter-municipal relationship for the purpose of combining their resources to share emergency services communications and dispatch services on a regional basis from a single primary location, initially to be located in XXXXXXX, Massachusetts; NOW THEREFORE, the Participating Communities, for and in consideration of the mutual benefits, promises and agreements set forth herein, each agree as follows: AGREEMENT 1. Purpose This IMA is intended to set forth the responsibilities and obligations of the Participating Communities for cost efficient, shared, and effective municipal emergency dispatch and communications services. The purpose of this IMA is to provide for the establishment, operation and maintenance of a consolidated regional 911 emergency communication center by constructing, equipping, staffing, maintaining and operating a facility or facilities which provide call receiving and dispatching services to the Participating Communities, by providing computers, radios and other equipment for use in the field. Name The Participating Communities shall operate under the name "Northern Middlesex Regional Dispatch District", (hereinafter, the "District"). Term The initial term of this Agreement is for five (5) years following its date of execution. Thereafter, this IMA shall automatically renew for an additional terms of one (1) year each for up to twenty-five (25) years, or until terminated by mutual agreement, superseded by legislation and/or a subsequent agreement or terminated sooner as set forth below.
2.
3.
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Notwithstanding the above, this IMA shall have no force and effect unless and until each of the seven (7) Participating Communities have executed this agreement with due authority. To the extent that the District has not been established by appropriate enabling legislation enacted to empower the operation of the District, such operation shall be undertaken by the Participating Communities and the Participating Communities shall be bound by the obligations set forth herein. At all times, this IMA shall be subject to municipal appropriation. This IMA shall not be affected by any change in leadership of any party hereto, unless terminated or modified pursuant to the terms of this IMA. Withdrawal or termination of a party to this IMA shall not, in itself, have the effect of terminating this agreement as to the remaining parties. 4. Provision of Services The District shall provide direct services to Members and shall coordinate the services of First Responders providing emergency services on behalf of the Participating Communities. The District shall not be prohibited from providing incidental indirect services to other governmental units and First Responders providing emergency services in the region, as deemed necessary by the Director to coordinate emergency response for the Participating Communities. The District is not authorized to render direct and continuous services to Governmental Units that are not Members. 5. Governance
There shall be established for the District: (i) a Board of Directors for Administration and Finance (the "Executive Committee") and (ii) an Operations Committee (the "Operations Committee"). Members of the Executive Committee and the Operations Committee shall serve without compensation but each member shall be entitled to reimbursement. INTERMUNICIPAL AGREEMENT FOR OPERATION OF A REGIONAL 911 EMERGENCY COMMUNICATION DISTRICT BY AND BETWEEN COMMUNITIES IN THE NORTHERN MIDDLESEX REGION This Intermunicipal Agreement ("IMA") is dated as of the XX day of , 2013, in accordance with the provisions of Massachusetts General Laws, Chapter 40, Section 4A, by and between the "Participating Communities" (as defined below). The effective date of the IMA (the "Effective Date") shall be the date after the last of the seven (7) Participating Communities have executed this IMA. PREAMBLE In order to establish, operate and maintain a consolidated emergency services communications and dispatch system for certain communities in the Northern Middlesex Region, the municipalities of Chelmsford, Dracut, Dunstable, , Lowell, Pepperell, Tewksbury, and Tyngsborough (together, the "Participating Communities") agree to accomplish this by jointly exercising their common powers in the manner set forth in this agreement. RECITALS WHEREAS, the Participating Communities are each empowered by law to staff, maintain, and operate a public safety communications and dispatch facility, which is a proper governmental function and service; and WHEREAS, the Participating Communities desire to join together to establish a regional 911 emergency communications district comprised of their communities and any other communities which may in the future be admitted into the district; and WHEREAS, the Participating Communities desire to operate and maintain a consolidated regional 911 emergency communication facility in the region and to provide an orderly method for the accomplishment thereof; and WHEREAS, the Participating Communities have agreed to share the costs, responsibilities and obligations of constructing, operating, and maintaining a municipal regional 911 emergency communication facility in the Northern Middlesex region; and WHEREAS, the Participating Communities have established this inter-municipal relationship for the purpose of combining their resources to share emergency services communications and dispatch services on a regional basis from a single primary location, initially to be located in XXXXXXX, Massachusetts;
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NOW THEREFORE, the Participating Communities, for and in consideration of the mutual benefits, promises and agreements set forth herein, each agree as follows: AGREEMENT 1. Purpose This IMA is intended to set forth the responsibilities and obligations of the Participating Communities for cost efficient, shared, and effective municipal emergency dispatch and communications services. The purpose of this IMA is to provide for the establishment, operation and maintenance of a consolidated regional 911 emergency communication center by constructing, equipping, staffing, maintaining and operating a facility or facilities which provide call receiving and dispatching services to the Participating Communities, by providing computers, radios and other equipment for use in the field. 2. Name The Participating Communities shall operate under the name "Northern Middlesex Regional Dispatch District", (hereinafter, the "District"). 3. Term The initial term of this Agreement is for five (5) years following its date of execution. Thereafter, this IMA shall automatically renew for an additional terms of one (1) year each for up to twenty-five (25) years, or until terminated by mutual agreement, superseded by legislation and/or a subsequent agreement or terminated sooner as set forth below. Notwithstanding the above, this IMA shall have no force and effect unless and until each of the seven (7) Participating Communities have executed this agreement with due authority. To the extent that the District has not been established by appropriate enabling legislation enacted to empower the operation of the District, such operation shall be undertaken by the Participating Communities and the Participating Communities shall be bound by the obligations set forth herein. At all times, this IMA shall be subject to municipal appropriation. This IMA shall not be affected by any change in leadership of any party hereto, unless terminated or modified pursuant to the terms of this IMA. Withdrawal or termination of a party to this IMA shall not, in itself, have the effect of terminating this agreement as to the remaining parties. 4. Provision of Services The District shall provide direct services to Members and shall coordinate the services of First Responders providing emergency services on behalf of the Participating Communities. The District shall not be prohibited from providing incidental indirect services to other governmental units and First Responders providing emergency services in the region, as deemed necessary by the Director to coordinate emergency response for the Participating Communities. The District is not authorized to render direct and continuous services to Governmental Units that are not Members. 5. Governance a. There shall be established for the District: (i) a Board of Directors for Administration and Finance (the "Executive Committee") and (ii) an Operations Committee (the "Operations Committee"). Members of the Executive Committee and the Operations Committee shall serve without compensation but each member shall be entitled to reimbursement from the District for his/her actual and necessary expenses incurred in the performance of his/her official duties. i. The chief elected body of each of the participating municipalities shall each appoint the chief administrator of their municipality who shall serve as their respective representative on the
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Executive Committee. Each such chief elected body may also appoint an alternate representative to serve in place of the primary representative in the event the primary representative cannot serve at one or more meetings of the Board. An alternate shall have the authority to vote in the name and stead of the entity which appointed him/her. The Participating Communities shall each have one (1) vote on the Executive Committee to act upon matters before the Board. Votes shall only be cast in accordance with Paragraph 5(d) below. A Board representative shall cease to be a representative if he/she ceases to hold office from which he/she was elected, if his/her appointment is rescinded by his/her appointing authority, or if his/her appointing authority ceases to be a party to this IMA. ii. The chief administrative officer for each Participating Community shall each appoint the police and fire chiefs to serve as their respective representative on the Operations Committee. However, each Participating Community shall have only one vote on the Operations Committee.
The chief administrative officer for each Participating Community may also appoint an alternate representative to serve in place of the primary Committee representative in the event the primary Committee representative cannot serve at one or more meetings of the Committee. An alternate representative shall have the authority to vote in the name and stead of the person who appointed him/her. The Participating Communities shall each have one (1) vote on the Operations Committee to act upon matters before the Committee. Votes shall only be cast in accordance with Paragraph 5(d) below. A Committee representative shall cease to be a Committee representative if he/she ceases to hold the position in which he/she was appointed, if his/her appointment is rescinded by his/her appointing authority, or if his/her community ceases to be a party to this IMA. iii. The Executive Committee may appoint a Director. The Director shall be an employee of the Northern Middlesex Regional Dispatch District and his/her salary and benefits shall be established by the Executive Committee. The Director shall be responsible for the day-to-day operation and maintenance of the District subject to the specific authority retained herein by the Executive Committee and the general supervisory authority of the Executive Committee. The specific job qualifications, duties and responsibilities of the Director shall be established by the Operations Committee. The Director shall report to the Operations Board. The Director shall be a full-time employee and shall dedicate his or her effort to managing the Regional Emergency Communications Center and shall, subject to authority granted and duties assigned by the Executive Committee, direct, manage and supervise all District operations and staff. The Director shall attend all meetings of the Committees and may participate, but may not vote. b. The Executive Committee shall have responsibility for all matters relating to the overall administration of the District and for establishing capital budgets and an annual operating budget for the District and for all human resources matters. Notwithstanding the above, the Executive Committee may, by a majority vote of all its members, delegate to the Operations Committee such administration and budgetary matters as it may deem appropriate. The Operations Committee shall have responsibility for the effective and orderly operation of the District including without limitation, communications equipment and systems, maintenance, operations, protocols and policies and procedures, facilities, personnel, training, billing, and making budget recommendations to the Executive Committee. The Operations Committee shall coordinate with each of the Participating Communities all local protocol and standard operating procedures required to implement regional dispatch services for each of the Participating Communities and shall ensure compliance with all applicable, local, state and federal protocol, rules, regulations, directives and laws. The Operations Committee shall promulgate uniform operating policies, procedures, rules and regulations that govern the development and operations of the District.
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d.
Notwithstanding the above, the Operations Committee may, by a majority vote of all its members, delegate to the Executive Director such operational matters as it may deem appropriate. Committee Action: All actions by the either the Executive Committee or the Operations Committee shall require the presence of a quorum and an affirmative vote of a simple majority of members present (except as is otherwise set forth herein). As long as there are seven (7) members of the District, a quorum shall consist of four (4) of the seven (7) voting members. At least a quorum of voting members must be present for a vote of the Committee to be valid and binding upon the Participating Communities.
e.
Designation of Officers: The Executive Committee and the Operations Committee shall each have a Chair and a Vice Chair. Chairmanship and Vice Chairmanship of the Committee shall be rotated among the Participating Communities on an annual basis, with the change in Chairmanship and Vice Chairmanship changing on the first day of the fiscal year. The Chairs of the Committees shall be responsible for giving proper notification of their respective meetings (as required by applicable provisions of the Open Meeting Laws (M.G.L. c.30A ss. 1825)), preparing agendas, running meetings and performing other administrative activities. The Chairs of the Committees shall notify all of their respective members, and the Municipal Clerk of each of the Participating Communities of all meetings. In the event that the Chair is unable to fulfill these duties, the Vice Chair shall act as Chair for so long as the Chair is unable to fulfill such duties.
f.
Committee Meetings: Both the Executive and Operations Committee shall each conduct regular meetings, holding at least two regular meetings each fiscal year. The first meeting of each fiscal year shall be the annual meeting. The date and hour of any regular meeting shall be scheduled by order of the Committee or by the Committee Chair. The Committee shall provide for additional meetings as may be deemed necessary on a mutually agreed upon date and time. The Executive and Operations Committee may each adopt rules for conducting their respective meetings and other business as they deem necessary and appropriate. In the absence of rules to the contrary, common law principles for the operation of meetings shall govern. The failure to comply with such rules shall not affect the validity of any action. The Committee may suspend its rules if it so chooses. The Executive and Operations Committees shall each designate an individual present at its respective meetings to keep minutes of regular, adjourned regular and special meetings of the Committee. A copy of the approved minutes shall be provided within five (5) business days after approval to each Board/Committee member and to the Town and City Clerk of each Participating Community and to any member of the public requesting same. All meetings of the Executive and Operations Committee are subject to and shall comply with all applicable provisions of the Open Meeting Laws (M.G.L. c.30A ss. 18-25) and the Public Records Laws (M.G.L. c. 66), as those laws may be amended from time to time.
g.
h.
i.
6.
Provision of Services to Other Entities: a. The District may provide dispatch or other communication services to other public or private entities which provide a critical public health or safety service and/or public agencies not a party to this IMA but only upon the written approval of and subject to such terms and conditions as the Executive Committee may establish. Such service may be evidenced by contract, intermunicipal agreement or other form of written agreement. The District shall establish the amount of charge for the service being provided to other nonmember entities. Charges will be set with the intent of recovering all capital, operational, and
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maintenance costs expended in providing the services to a particular entity, both annually and for prorated periods thereof, as well as sums as may be needed for future improvements, repairs, upgrades or expansions.
7.
Dispatch Facility: a. The initial dispatch facility shall be located in XXXXX, Massachusetts. The dispatch facility shall provide suitable and necessary components for a modern dispatch center. All equipment and materials within the facility will be supported and maintained through an annual operational budget. All equipment or materials used as part of the dispatch system will be owned as set forth in Paragraph 7(b). The District shall in its own name, by purchase, written lease, or written license procure an area whereby a tower or other structure for the installation of antennae shall be constructed, and a facility in which the dispatch facility will operate. The District shall procure in its own name all equipment, systems, fixtures, goods, or other personal property as it may deem necessary or appropriate from time to time. Upon termination or dissolution of the District, all equipment fixtures, goods, or other personal property installed or otherwise used at the facility (other than that which has been constructed or installed and is permanently affixed to the facility premises, or affixed in a manner so that it cannot be removed without defacing or damaging the premises), which has been procured by or on behalf of the District with funds provided by the Participating Communities shall remain the property of the District. Any such personal property which has been purchased with funds provided by a grant shall, upon proper request, become the property of the granting authority which provided such funds. Upon the dissolution of the District, diligent efforts shall be made to sell the property of the District (excluding property purchased with grant funds) and the proceeds there from shall be equitably distributed to the then Participating Communities. The Operations Committee shall be responsible for determining what communications equipment is necessary to operate and maintain the dispatch system. In carrying out its responsibilities the Operations Committee shall be subject to the following standards: The dispatch facility shall be intended to provide consolidated regional public safety communications and dispatch services to the Participating Communities. ii. iii. All dispatch facility components shall be compatible with each other. The choice of dispatch facility components and the operation and maintenance of the system shall be based upon cost efficiency, including budget constraints, and effectiveness and upon a desire to establish appropriate response to the emergency dispatch and communications needs of the citizens of the region. The Participating Communities acknowledge that system quality is subject to cost efficiency and budget constraints and that various sections of this agreement impose requirements related to budget approval by the Executive Committee. Each of the Participating Communities shall provide and maintain all necessary telephone circuits, radio circuits/frequencies, two-way radios, antennae and any related and/or necessary equipment required for the operation of their respective emergency networks. All such telecommunications costs, maintenance costs, and expenses for equipment located within its community shall be the responsibility of each respective community.
b.
c.
i.
iv.
v.
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8.
Fiscal Year of the District
The fiscal year for the District shall be July 1 to June 30 of each year except if the Effective Date of this IMA is other than July 1, in which case, the first fiscal year shall be the short year commencing on the Effective Date and ending the following June 30. 9. Annual Operating Plan and Budget a. The Operating Committee shall present the "Annual Operating Plan and Budget for the next fiscal year at a publicly noticed hearing concluded not less than thirty (30) days prior to its second annual meeting of the then current fiscal year. The Annual Operating Plan and Budget shall be adopted by majority vote of the Executive Committee. A copy of the Annual Operating Plan and Budget so adopted shall be provided to the Chief Administrative Officers of the Participating Communities no later than the first Tuesday in February. The Annual Operating Plan and Budget shall delineate all anticipated revenue and costs, including the number, classifications and compensation of District staff, all anticipated non-labor expenses and a list of capital expenditures. The plan and budget shall also include detailed three (3) year projections of revenues and costs, and a five (5) year projection of capital costs. Material deviations from the plan and budget for reasons of emergencies, or otherwise, shall be reported to the Chair of the Executive Committee in a timely manner and shall be noted on the public notice of the next convened meeting of the Executive Committee, which shall consider the need to amend the plan and budget.
b.
c.
10. Apportionment of Costs a. The Parties shall share all costs of the District proportionately. Initial costs shall be apportioned among the Parties as set forth in the Start-Up Plan and Budget provided herein. Initial costs apportionment shall be based on the Participating Communities populations and call volumes as reported in the most studies and reports. Each January these costs shall be reassessed for each community by confirming the population count in the American Community Survey and the reported call volume from the 911 CPE. The Executive Committee shall apportion annual operating costs, including any ongoing debt obligations, in the Annual Operating Plan and Budget. Annual operating costs apportionment shall be based on the Participating Communities populations and call volumes as reported in the most studies and reports.
b.
11. Assessments The District shall annually assess on each municipality its proportionate share of the net costs of operations in accordance with the annual budget approved by the Executive Committee. The District shall certify such costs for the ensuing fiscal year to the Executive Committee on a schedule determined by said Committee, itemizing state aid and assessments for each Participating Community. For the purpose of assessing Participating Communities, the net costs so assessed are defined as total operating costs plus amortized cost to capitalize plus reserve for contingencies minus Commonwealth funds, gifts and grants. 12. Development, Startup and Transfer of Operations to the District The Executive Committee shall, within one (1) year of the commencement date of this Agreement, adopt a "StartUp and Operations Transfer Plan and Budget" for design, development, construction, equipping, staffing and operating the District and the orderly transfer of services, personnel, equipment, records and data from the
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Participating Communities. The Start-Up Plan and Operations Transfer Plan and Budget shall be adopted in the same manner as the Annual Operating Plan and Budget as provided herein and presented for funding. 13. Admission of Additional Communities a. Any city or town not a Party to this Agreement may be admitted to the District by a majority vote of the Executive Committee upon the acceptance by the Chief Administrative Officer of that city or town of the original Agreement as amended. Upon such admission, the total of all capital costs not fully depreciated plus the total of any reserve set aside for future costs shall be reapportioned to all Participating Communities as apportioned among the original communities. Any new Community shall immediately assume liability for its entire share of capital and operating costs cost as determined by this Section. The Executive Committee shall set the initial assessment for future added communities.
b.
c.
14. Annual Budget a. With the assistance of the Executive Director, the Operations Committee shall develop and recommend to the Administration Board an annual budget on or before February 1st of each year. The annual budget shall set forth all anticipated expenses and revenues for the following fiscal year and contingency funds for unanticipated operating and capital expenses. The annual budget shall include (1) the operating budget, (2) the capital budget, (3) the operating reserve budget and (4) the capital reserve budget. The budget shall include any planned or future capital expenses and the salaries and benefits for all persons employed by the Dispatch District shall be subject to the budget approval process set forth herein. The preliminary operating budget for the initial term of the IMA shall be attached hereto as Exhibit A and made a part hereof. The useful life of equipment and other assets shall be considered when formulating the annual budget. Money allocated to the operating reserve budget or the capital reserve budget may only be expended with the express approval of the Executive Committee. Any unspent portion of a reserve budget shall be carried forward to the next fiscal year in addition to the reserve allocation for each such fiscal year. The total budget upon which is based the assessment against each of the Participating Communities will be reduced by revenue from entities not a party hereto, by unexpected or unencumbered funds available at the end of each fiscal year prior to the year for which the budget is applicable or by other revenues available to the District. In the event that emergency expenditures are required to maintain system integrity in excess of amount budgeted there for, the District is authorized to incur the same first from the reserve fund and second from any other funds available. All financial obligations of the Participating Communities shall at all times be subject to annual municipal appropriation, including, but not limited to the Participating Communities' indemnification obligations under Paragraph 23 below. Notwithstanding the above, in the event that a Participating Community does not pay the District its allocated share of the expenses of the District in any year such community's membership in the District shall be subject to termination which may be made in accordance with the provisions of Paragraph 20(B).
b.
c.
d.
e.
f.
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15. Allocation of Costs of Dispatch Facility a. Each Participating Community shall be charged an annual fee based on each Communitys population and call volume as reported in the most recent studies and reports. . Each Participating Community agrees to assume l its share of all costs and expenses of all equipment, facilities, (including maintenance thereof), personnel and operations of the District and to promptly remit payment there for upon proper request. Payments of assessments are automatically due and payable each year without further notice as follows: i. Each Participating Community agrees to provide in its annual budget an appropriation to be available in an amount adequate for that party's assessment for the same fiscal year. Participating Communities shall be subject to reasonable penalties and interest if payments are not received within thirty (30) days of the date due.
b.
ii.
16. Appointment of Secretary and Treasurer a. The Executive Committee shall appoint a Secretary and Treasurer (who may be the same person), who may be a treasurer of one of the towns in the District. The Treasurer, subject to the direction and approval of the Executive Committee, shall be authorized to receive, invest and disburse all funds of the District without further appropriation. The Treasurer shall give bond for the faithful performance of his/her duties in a form and amount as fixed by the Executive Committee. The Treasurer shall be entitled to charge the District reasonable fees and collect its reasonable expenses for its services. The Treasurer shall maintain accurate and comprehensive records, on the basis of generally accepted accounting principles consistently applied, of all funds deposited into and paid from the Revolving Fund and other accounts as well as records of all services procured, costs incurred, liabilities, reimbursements. Financial statements shall be issued to all Participating Communities on a semi-annual basis. There shall be an audit of the books and records of the District performed by an independent thirdparty certified public accountant following the end of each fiscal year. In addition, the Executive Committee shall have the right, upon sixty (60) days advance written notice, to audit or otherwise examine the books and records of the District to verify the accuracy of the financial statements. The costs of performing any audit shall be an expense of the District. The Executive Committee shall be entitled to request and receive copies of the information described above upon reasonable notice. The Treasurer shall provide the Executive Committee with a list of the services his/her office will provide to the District and the rates the District will be charged and such list and rates shall become a part of this IMA. Such services and rates shall be approved in advance by the Executive Committee.
b.
c.
d.
17. Revolving Fund a. In order to finance the operation and administration of the District, there shall be established and maintained a segregated revolving fund account (the "Revolving Fund") and such other accounts as may be appropriate. The District shall have its own taxpayer identification number. All payments received by the District and all expenses paid by the District shall be deposited into or paid from the Revolving Fund.
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b.
Not less frequently than annually, the Executive Director shall reconcile cumulative payments made by Participating Communities into the Revolving Fund against cumulative amounts owed. Participating Communities shall be credited for over payments or billed for shortfalls, as appropriate. Positive balances will be carried over to the following fiscal year.
18. Procurement All goods and services procured by the District shall be procured pursuant to applicable procurement laws, rules, or regulations. 19. Termination or Withdrawal: a. Any Community may withdraw from this Agreement after five (5) years following its date of execution by providing two (2) years written notice. Such withdrawing Community shall satisfy all obligations incurred by it or on its behalf prior to withdrawal. The Chief Administrative Officer of any Party that has presented withdrawal from the District to its appropriate local body for action shall immediately notify the other Communities of such pending action. No Participating Community shall be entitled to retain or be reimbursed for any costs or liabilities incurred prior to the effective date of termination of membership, including without limitation, any other fees, costs, or expenses attributable to this IMA. Following receipt of notice of termination, the remaining Participating Communities shall attempt to mitigate the damages caused by termination by either obtaining other parties to join the District or by reducing expenses of the District, but until any mitigation actually occurs, the terminated party shall remain liable for its assessment in full until the end of the then current fiscal year. The type of activities to be taken in mitigation shall be determined in the sole discretion of the remaining Participating Communities. All parties to this IMA agree that the dispatch system is configured and expenditures are committed based upon the understanding that all parties will remain members of the District at least until the end of the then-current term and that the payments to be made hereunder represent reasonable liquidated damages and not a penalty. If any party to this IMA defaults on payment of any assessment or otherwise breaches this agreement, such party shall be notified in writing stating therein the nature of the alleged default or breach and directing such party to cure such default or breach within thirty (30) days. If such party in default or breach fails to cure said default or breach within thirty (30) days, that party shall be subject to termination as a party to this IMA upon the vote of a majority of the members not subject to termination, acting on behalf of their respective communities. The party in default or breach shall not be entitled to vote on its own termination or be counted in determining a majority in interest. The terminated party shall remain liable for any defaulted payment and late charges accruing through the end of the then current fiscal year.
b.
c.
d.
e.
20. Dispatch District Personnel The Executive Director and all other District personnel shall be employees of the District. The District shall employ supervisory and operations staff as approved in each annual budget. Salaries and benefits of all such personnel shall be approved by the Executive Committee. 21. Severability Compliance with Applicable Law Should any part, term, portion or provision of this IMA or the application thereof to any person or circumstances be in conflict with any local, state or federal law or otherwise be rendered unenforceable or ineffectual, the
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validity of the remaining parts terms portions or provisions or the application thereof to other persons or circumstances shall be deemed severable and shall not be affected thereby. The parties further intend for this IMA to be modified to comply with any applicable local, state or federal law should it be determined not to be in compliance and to remain binding between them as so modified. In particular but without limiting the generality of the foregoing, the parties intend for this IMA to remain binding against each of them notwithstanding any legal requirement that would alter the term hereof or change the way in which any party is required to pay its share of assessments. The parties will remain bound hereunder subject to such modified terms. 22. Indemnification Each of the Participating Communities shall indemnify, defend and hold harmless each other and their successors and assignee, and all of their officers, directors, lenders, agents, contractors, volunteers, and employees (collectively the "Indemnities") from and against any and all claims, suits, actions, judgments, demands, losses, costs, attorney's fees, expenses, damages and liability to the extent caused by, resulting from, or arising out of the intentional acts, negligent acts, errors, omissions, or allegations thereof, of their employees, agents, volunteers, or representatives in the performance of the terms of this IMA, to the extent allowed by law. By entering into this IMA, none of the parties has waived any governmental immunity or limitation of damages which may be extended to them by operation of law. This agreement is by and between the parties which have executed it and each state that it is intended for their mutual benefit alone and is not intended to confer any express or implied benefits on any other person or entity. This IMA is not intended to confer third party beneficiary status on any person. It is expressly understood that the services provided hereunder are deemed for public and governmental purposes and all privileges and immunities from liability enjoyed by municipalities shall extend to their participation hereunder and to the activities so undertaken to the fullest extent provided by law. 23. Pre-existing relationships and obligations This IMA shall not affect any pre-existing, independent relationship(s) or obligations between the parties on any other subject or between the parties and any other third party or parties, including without limitation, "mutual aid" agreements. 24. Delays and failures None of the parties hereto shall be responsible for delays or failures in performance from acts beyond the reasonable control of such party (e.g., riot or institutional disturbance, natural or man-made disaster). 25. Correspondence All correspondence or other notice related to this IMA shall be in writing and delivered to each Participating Community to the address and contact person provided from time to time by each Participating Community. Each party hereto authorizes the other to rely in connection with their respective rights and obligations under the IMA upon approval by the party so designated or any person designated in substitution or addition hereto by notice, in writing, to the party so relying. 26. Amendments Amendments to this IMA shall require a two-thirds majority vote of the all of the members of the Executive Committee. All amendments shall be in writing and shall be executed by the chief administrative officer of each Participating Community. The addition of any other community as a participating member of the District shall require an amendment to the IMA. 27. Relationship of Parties None of the provisions of this IMA is intended to create any relationship between the parties other than that of independent parties contracting with each other for the purpose of effecting the provisions of this IMA. The
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parties are not, and shall not be, construed to be in a relationship of joint venture partnership or employeremployee. a. District for his/her actual and necessary expenses incurred in the performance of his/her official duties. i. The chief elected body of each of the participating municipalities shall each appoint the chief administrator of their municipality who shall serve as their respective representative on the Executive Committee. Each such chief elected body may also appoint an alternate representative to serve in place of the primary representative in the event the primary representative cannot serve at one or more meetings of the Board. An alternate shall have the authority to vote in the name and stead of the entity which appointed him/her. The Participating Communities shall each have one (1) vote on the Executive Committee to act upon matters before the Board. Votes shall only be cast in accordance with Paragraph 5(d) below. A Board representative shall cease to be a representative if he/she ceases to hold office from which he/she was elected, if his/her appointment is rescinded by his/her appointing authority, or if his/her appointing authority ceases to be a party to this IMA. The chief administrative officer for each Participating Community shall each appoint the police and fire chiefs to serve as their respective representative on the Operations Committee. However, each Participating Community shall have only one vote on the Operations Committee. The chief administrative officer for each Participating Community may also appoint an alternate representative to serve in place of the primary Committee representative in the event the primary Committee representative cannot serve at one or more meetings of the Committee. An alternate representative shall have the authority to vote in the name and stead of the person who appointed him/her. The Participating Communities shall each have one (1) vote on the Operations Committee to act upon matters before the Committee. Votes shall only be cast in accordance with Paragraph 5(d) below. A Committee representative shall cease to be a Committee representative if he/she ceases to hold the position in which he/she was appointed, if his/her appointment is rescinded by his/her appointing authority, or if his/her community ceases to be a party to this IMA. iii. The Executive Committee may appoint a Director. The Director shall be an employee of the Northern Middlesex Regional Dispatch District and his/her salary and benefits shall be established by the Executive Committee. The Director shall be responsible for the day-to-day operation and maintenance of the District subject to the specific authority retained herein by the Executive Committee and the general supervisory authority of the Executive Committee. The specific job qualifications, duties and responsibilities of the Director shall be established by the Operations Committee. The Director shall report to the Operations Board. The Director shall be a full-time employee and shall dedicate his or her effort to managing the Regional Emergency Communications Center and shall, subject to authority granted and duties assigned by the Executive Committee, direct, manage and supervise all District operations and staff. The Director shall attend all meetings of the Committees and may participate, but may not vote. b. The Executive Committee shall have responsibility for all matters relating to the overall administration of the District and for establishing capital budgets and an annual operating budget for the District and for all human resources matters. Notwithstanding the above, the Executive Committee may, by a majority vote of all its members, delegate to the Operations Committee such administration and budgetary matters as it may deem appropriate.
ii.
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c.
The Operations Committee shall have responsibility for the effective and orderly operation of the District including without limitation, communications equipment and systems, maintenance, operations, protocols and policies and procedures, facilities, personnel, training, billing, and making budget recommendations to the Executive Committee. The Operations Committee shall coordinate with each of the Participating Communities all local protocol and standard operating procedures required to implement regional dispatch services for each of the Participating Communities and shall ensure compliance with all applicable, local, state and federal protocol, rules, regulations, directives and laws. The Operations Committee shall promulgate uniform operating policies, procedures, rules and regulations that govern the development and operations of the District. Notwithstanding the above, the Operations Committee may, by a majority vote of all its members, delegate to the Executive Director such operational matters as it may deem appropriate.
d.
Committee Action: All actions by the either the Executive Committee or the Operations Committee shall require the presence of a quorum and an affirmative vote of a simple majority of members present (except as is otherwise set forth herein). As long as there are seven (7) members of the District, a quorum shall consist of four (4) of the seven (7) voting members. At least a quorum of voting members must be present for a vote of the Committee to be valid and binding upon the Participating Communities.
e.
Designation of Officers: The Executive Committee and the Operations Committee shall each have a Chair and a Vice Chair. Chairmanship and Vice Chairmanship of the Committee shall be rotated among the Participating Communities on an annual basis, with the change in Chairmanship and Vice Chairmanship changing on the first day of the fiscal year. The Chairs of the Committees shall be responsible for giving proper notification of their respective meetings (as required by applicable provisions of the Open Meeting Laws (M.G.L. c.30A ss. 1825)), preparing agendas, running meetings and performing other administrative activities. The Chairs of the Committees shall notify all of their respective members, and the Municipal Clerk of each of the Participating Communities of all meetings. In the event that the Chair is unable to fulfill these duties, the Vice Chair shall act as Chair for so long as the Chair is unable to fulfill such duties.
f.
Committee Meetings: Both the Executive and Operations Committee shall each conduct regular meetings, holding at least two regular meetings each fiscal year. The first meeting of each fiscal year shall be the annual meeting. The date and hour of any regular meeting shall be scheduled by order of the Committee or by the Committee Chair. The Committee shall provide for additional meetings as may be deemed necessary on a mutually agreed upon date and time. The Executive and Operations Committee may each adopt rules for conducting their respective meetings and other business as they deem necessary and appropriate. In the absence of rules to the contrary, common law principles for the operation of meetings shall govern. The failure to comply with such rules shall not affect the validity of any action. The Committee may suspend its rules if it so chooses. The Executive and Operations Committees shall each designate an individual present at its respective meetings to keep minutes of regular, adjourned regular and special meetings of the Committee. A copy of the approved minutes shall be provided within five (5) business days after approval to each Board/Committee member and to the Town and City Clerk of each Participating Community and to any member of the public requesting same. All meetings of the Executive and Operations Committee are subject to and shall comply with all applicable provisions of the Open Meeting Laws (M.G.L. c.30A ss. 18-25) and the Public Records Laws (M.G.L. c. 66), as those laws may be amended from time to time.
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28. Provision of Services to Other Entities: a. The District may provide dispatch or other communication services to other public or private entities which provide a critical public health or safety service and/or public agencies not a party to this IMA but only upon the written approval of and subject to such terms and conditions as the Executive Committee may establish. Such service may be evidenced by contract, intermunicipal agreement or other form of written agreement. The District shall establish the amount of charge for the service being provided to other nonmember entities. Charges will be set with the intent of recovering all capital, operational, and maintenance costs expended in providing the services to a particular entity, both annually and for prorated periods thereof, as well as sums as may be needed for future improvements, repairs, upgrades or expansions.
b.
29. Dispatch Facility: a. The initial dispatch facility shall be located in XXXXX, Massachusetts. The dispatch facility shall provide suitable and necessary components for a modern dispatch center. All equipment and materials within the facility will be supported and maintained through an annual operational budget. All equipment or materials used as part of the dispatch system will be owned as set forth in Paragraph 7(b). The District shall in its own name, by purchase, written lease, or written license procure an area whereby a tower or other structure for the installation of antennae shall be constructed, and a facility in which the dispatch facility will operate. The District shall procure in its own name all equipment, systems, fixtures, goods, or other personal property as it may deem necessary or appropriate from time to time. Upon termination or dissolution of the District, all equipment fixtures, goods, or other personal property installed or otherwise used at the facility (other than that which has been constructed or installed and is permanently affixed to the facility premises, or affixed in a manner so that it cannot be removed without defacing or damaging the premises), which has been procured by or on behalf of the District with funds provided by the Participating Communities shall remain the property of the District. Any such personal property which has been purchased with funds provided by a grant shall, upon proper request, become the property of the granting authority which provided such funds. Upon the dissolution of the District, diligent efforts shall be made to sell the property of the District (excluding property purchased with grant funds) and the proceeds there from shall be equitably distributed to the then Participating Communities. The Operations Committee shall be responsible for determining what communications equipment is necessary to operate and maintain the dispatch system. In carrying out its responsibilities the Operations Committee shall be subject to the following standards: i. The dispatch facility shall be intended to provide consolidated regional public safety communications and dispatch services to the Participating Communities. All dispatch facility components shall be compatible with each other. The choice of dispatch facility components and the operation and maintenance of the system shall be based upon cost efficiency, including budget constraints, and effectiveness and upon a desire to establish appropriate response to the emergency dispatch and communications needs of the citizens of the region. The Participating Communities acknowledge that system quality is subject to cost efficiency and budget constraints and that various sections of this agreement impose requirements related to budget approval by the Executive Committee.
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ii. iii.
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v.
Each of the Participating Communities shall provide and maintain all necessary telephone circuits, radio circuits/frequencies, two-way radios, antennae and any related and/or necessary equipment required for the operation of their respective emergency networks. All such telecommunications costs, maintenance costs, and expenses for equipment located within its community shall be the responsibility of each respective community.
30. Fiscal Year of the District The fiscal year for the District shall be July 1 to June 30 of each year except if the Effective Date of this IMA is other than July 1, in which case, the first fiscal year shall be the short year commencing on the Effective Date and ending the following June 30. 31. Annual Operating Plan and Budget a. The Operating Committee shall present the "Annual Operating Plan and Budget for the next fiscal year at a publicly noticed hearing concluded not less than thirty (30) days prior to its second annual meeting of the then current fiscal year. The Annual Operating Plan and Budget shall be adopted by majority vote of the Executive Committee. A copy of the Annual Operating Plan and Budget so adopted shall be provided to the Chief Administrative Officers of the Participating Communities no later than the first Tuesday in February. The Annual Operating Plan and Budget shall delineate all anticipated revenue and costs, including the number, classifications and compensation of District staff, all anticipated non-labor expenses and a list of capital expenditures. The plan and budget shall also include detailed three (3) year projections of revenues and costs, and a five (5) year projection of capital costs. Material deviations from the plan and budget for reasons of emergencies, or otherwise, shall be reported to the Chair of the Executive Committee in a timely manner and shall be noted on the public notice of the next convened meeting of the Executive Committee, which shall consider the need to amend the plan and budget.
b.
c.
32. Apportionment of Costs a. The Parties shall share all costs of the District proportionately. Initial costs shall be apportioned among the Parties as set forth in the Start-Up Plan and Budget provided herein. Initial costs apportionment shall be based on the Participating Communities populations and call volumes as reported in the most studies and reports. Each January these costs shall be reassessed for each community by confirming the population count in the American Community Survey and the reported call volume from the 911 CPE. The Executive Committee shall apportion annual operating costs, including any ongoing debt obligations, in the Annual Operating Plan and Budget. Annual operating costs apportionment shall be based on the Participating Communities populations and call volumes as reported in the most studies and reports.
b.
33. Assessments The District shall annually assess on each municipality its proportionate share of the net costs of operations in accordance with the annual budget approved by the Executive Committee. The District shall certify such costs for the ensuing fiscal year to the Executive Committee on a schedule determined by said Committee, itemizing state aid and assessments for each Participating Community. For the purpose of assessing Participating Communities, the net costs so assessed are defined as total operating costs plus amortized cost to capitalize plus reserve for contingencies minus Commonwealth funds, gifts and grants.
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34. Development, Startup and Transfer of Operations to the District The Executive Committee shall, within one (1) year of the commencement date of this Agreement, adopt a "StartUp and Operations Transfer Plan and Budget" for design, development, construction, equipping, staffing and operating the District and the orderly transfer of services, personnel, equipment, records and data from the Participating Communities. The Start-Up Plan and Operations Transfer Plan and Budget shall be adopted in the same manner as the Annual Operating Plan and Budget as provided herein and presented for funding. 35. Admission of Additional Communities a. Any city or town not a Party to this Agreement may be admitted to the District by a majority vote of the Executive Committee upon the acceptance by the Chief Administrative Officer of that city or town of the original Agreement as amended. Upon such admission, the total of all capital costs not fully depreciated plus the total of any reserve set aside for future costs shall be reapportioned to all Participating Communities as apportioned among the original communities. Any new Community shall immediately assume liability for its entire share of capital and operating costs cost as determined by this Section. The Executive Committee shall set the initial assessment for future added communities.
b.
c.
36. Annual Budget a. With the assistance of the Executive Director, the Operations Committee shall develop and recommend to the Administration Board an annual budget on or before February 1st of each year. The annual budget shall set forth all anticipated expenses and revenues for the following fiscal year and contingency funds for unanticipated operating and capital expenses. The annual budget shall include (1) the operating budget, (2) the capital budget, (3) the operating reserve budget and (4) the capital reserve budget. The budget shall include any planned or future capital expenses and the salaries and benefits for all persons employed by the Dispatch District shall be subject to the budget approval process set forth herein. The preliminary operating budget for the initial term of the IMA shall be attached hereto as Exhibit A and made a part hereof. The useful life of equipment and other assets shall be considered when formulating the annual budget. Money allocated to the operating reserve budget or the capital reserve budget may only be expended with the express approval of the Executive Committee. Any unspent portion of a reserve budget shall be carried forward to the next fiscal year in addition to the reserve allocation for each such fiscal year. The total budget upon which is based the assessment against each of the Participating Communities will be reduced by revenue from entities not a party hereto, by unexpected or unencumbered funds available at the end of each fiscal year prior to the year for which the budget is applicable or by other revenues available to the District. In the event that emergency expenditures are required to maintain system integrity in excess of amount budgeted there for, the District is authorized to incur the same first from the reserve fund and second from any other funds available. All financial obligations of the Participating Communities shall at all times be subject to annual municipal appropriation, including, but not limited to the Participating Communities' indemnification obligations under Paragraph 23 below. Notwithstanding the above, in the event that a Participating
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Community does not pay the District its allocated share of the expenses of the District in any year such community's membership in the District shall be subject to termination which may be made in accordance with the provisions of Paragraph 20(B).
37. Allocation of Costs of Dispatch Facility a. Each Participating Community shall be charged an annual fee based on each Communitys population and call volume as reported in the most recent studies and reports. . Each Participating Community agrees to assume l its share of all costs and expenses of all equipment, facilities, (including maintenance thereof), personnel and operations of the District and to promptly remit payment there for upon proper request. Payments of assessments are automatically due and payable each year without further notice as follows: i. Each Participating Community agrees to provide in its annual budget an appropriation to be available in an amount adequate for that party's assessment for the same fiscal year. Participating Communities shall be subject to reasonable penalties and interest if payments are not received within thirty (30) days of the date due.
b.
ii.
38. Appointment of Secretary and Treasurer a. The Executive Committee shall appoint a Secretary and Treasurer (who may be the same person), who may be a treasurer of one of the towns in the District. The Treasurer, subject to the direction and approval of the Executive Committee, shall be authorized to receive, invest and disburse all funds of the District without further appropriation. The Treasurer shall give bond for the faithful performance of his/her duties in a form and amount as fixed by the Executive Committee. The Treasurer shall be entitled to charge the District reasonable fees and collect its reasonable expenses for its services. The Treasurer shall maintain accurate and comprehensive records, on the basis of generally accepted accounting principles consistently applied, of all funds deposited into and paid from the Revolving Fund and other accounts as well as records of all services procured, costs incurred, liabilities, reimbursements. Financial statements shall be issued to all Participating Communities on a semi-annual basis. There shall be an audit of the books and records of the District performed by an independent thirdparty certified public accountant following the end of each fiscal year. In addition, the Executive Committee shall have the right, upon sixty (60) days advance written notice, to audit or otherwise examine the books and records of the District to verify the accuracy of the financial statements. The costs of performing any audit shall be an expense of the District. The Executive Committee shall be entitled to request and receive copies of the information described above upon reasonable notice. The Treasurer shall provide the Executive Committee with a list of the services his/her office will provide to the District and the rates the District will be charged and such list and rates shall become a part of this IMA. Such services and rates shall be approved in advance by the Executive Committee.
b.
c.
d.
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39. Revolving Fund a. In order to finance the operation and administration of the District, there shall be established and maintained a segregated revolving fund account (the "Revolving Fund") and such other accounts as may be appropriate. The District shall have its own taxpayer identification number. All payments received by the District and all expenses paid by the District shall be deposited into or paid from the Revolving Fund. Not less frequently than annually, the Executive Director shall reconcile cumulative payments made by Participating Communities into the Revolving Fund against cumulative amounts owed. Participating Communities shall be credited for over payments or billed for shortfalls, as appropriate. Positive balances will be carried over to the following fiscal year.
b.
40. Procurement All goods and services procured by the District shall be procured pursuant to applicable procurement laws, rules, or regulations. 41. Termination or Withdrawal: a. Any Community may withdraw from this Agreement after five (5) years following its date of execution by providing two (2) years written notice. Such withdrawing Community shall satisfy all obligations incurred by it or on its behalf prior to withdrawal. The Chief Administrative Officer of any Party that has presented withdrawal from the District to its appropriate local body for action shall immediately notify the other Communities of such pending action. No Participating Community shall be entitled to retain or be reimbursed for any costs or liabilities incurred prior to the effective date of termination of membership, including without limitation, any other fees, costs, or expenses attributable to this IMA. Following receipt of notice of termination, the remaining Participating Communities shall attempt to mitigate the damages caused by termination by either obtaining other parties to join the District or by reducing expenses of the District, but until any mitigation actually occurs, the terminated party shall remain liable for its assessment in full until the end of the then current fiscal year. The type of activities to be taken in mitigation shall be determined in the sole discretion of the remaining Participating Communities. All parties to this IMA agree that the dispatch system is configured and expenditures are committed based upon the understanding that all parties will remain members of the District at least until the end of the then-current term and that the payments to be made hereunder represent reasonable liquidated damages and not a penalty. If any party to this IMA defaults on payment of any assessment or otherwise breaches this agreement, such party shall be notified in writing stating therein the nature of the alleged default or breach and directing such party to cure such default or breach within thirty (30) days. If such party in default or breach fails to cure said default or breach within thirty (30) days, that party shall be subject to termination as a party to this IMA upon the vote of a majority of the members not subject to termination, acting on behalf of their respective communities. The party in default or breach shall not be entitled to vote on its own termination or be counted in determining a majority in interest. The terminated party shall remain liable for any defaulted payment and late charges accruing through the end of the then current fiscal year.
b.
c.
d.
e.
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42. Dispatch District Personnel The Executive Director and all other District personnel shall be employees of the District. The District shall employ supervisory and operations staff as approved in each annual budget. Salaries and benefits of all such personnel shall be approved by the Executive Committee. 43. Severability Compliance with Applicable Law Should any part, term, portion or provision of this IMA or the application thereof to any person or circumstances be in conflict with any local, state or federal law or otherwise be rendered unenforceable or ineffectual, the validity of the remaining parts terms portions or provisions or the application thereof to other persons or circumstances shall be deemed severable and shall not be affected thereby. The parties further intend for this IMA to be modified to comply with any applicable local, state or federal law should it be determined not to be in compliance and to remain binding between them as so modified. In particular but without limiting the generality of the foregoing, the parties intend for this IMA to remain binding against each of them notwithstanding any legal requirement that would alter the term hereof or change the way in which any party is required to pay its share of assessments. The parties will remain bound hereunder subject to such modified terms. 44. Indemnification Each of the Participating Communities shall indemnify, defend and hold harmless each other and their successors and assignee, and all of their officers, directors, lenders, agents, contractors, volunteers, and employees (collectively the "Indemnities") from and against any and all claims, suits, actions, judgments, demands, losses, costs, attorney's fees, expenses, damages and liability to the extent caused by, resulting from, or arising out of the intentional acts, negligent acts, errors, omissions, or allegations thereof, of their employees, agents, volunteers, or representatives in the performance of the terms of this IMA, to the extent allowed by law. By entering into this IMA, none of the parties has waived any governmental immunity or limitation of damages which may be extended to them by operation of law. This agreement is by and between the parties which have executed it and each state that it is intended for their mutual benefit alone and is not intended to confer any express or implied benefits on any other person or entity. This IMA is not intended to confer third party beneficiary status on any person. It is expressly understood that the services provided hereunder are deemed for public and governmental purposes and all privileges and immunities from liability enjoyed by municipalities shall extend to their participation hereunder and to the activities so undertaken to the fullest extent provided by law. 45. Pre-existing relationships and obligations This IMA shall not affect any pre-existing, independent relationship(s) or obligations between the parties on any other subject or between the parties and any other third party or parties, including without limitation, "mutual aid" agreements. 46. Delays and failures None of the parties hereto shall be responsible for delays or failures in performance from acts beyond the reasonable control of such party (e.g., riot or institutional disturbance, natural or man-made disaster). 47. Correspondence All correspondence or other notice related to this IMA shall be in writing and delivered to each Participating Community to the address and contact person provided from time to time by each Participating Community. Each party hereto authorizes the other to rely in connection with their respective rights and obligations under the IMA upon approval by the party so designated or any person designated in substitution or addition hereto by notice, in writing, to the party so relying.
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48. Amendments Amendments to this IMA shall require a two-thirds majority vote of the all of the members of the Executive Committee. All amendments shall be in writing and shall be executed by the chief administrative officer of each Participating Community. The addition of any other community as a participating member of the District shall require an amendment to the IMA. 49. Relationship of Parties None of the provisions of this IMA is intended to create any relationship between the parties other than that of independent parties contracting with each other for the purpose of effecting the provisions of this IMA. The parties are not, and shall not be, construed to be in a relationship of joint venture partnership or employeremployee.
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Appendix 2B
Job Descriptions Northern Middlesex Regional Emergency Communications District Regional Emergency Communications Center Director SUMMARY: Under limited supervision, performs work of considerable difficulty directing the overall operations of the RECC. Manages the daily technical and administrative operations of the Center, assuring that goals and objectives are achieved to afford the citizens and public safety officers the best possible service delivery. ESSENTIAL CLASS FUNCTIONS: The list of essential functions, as outlined herein, is intended to be representative of the tasks performed within this classification. It is not necessarily descriptive of any one position in the class. The omission of an essential function does not preclude management from assigning duties not listed herein if such functions are a logical assignment to the position. Performs personnel management functions, e.g., recommends hiring, discipline, and promotion actions; evaluates performance; and counsels employees regarding development. Plans long-range goals, objectives, organizational structure, and overall direction for the RECC. Plans and implements short-term or annual goals, objectives, and strategies for the RECC, project, or program to ensure efficient organization and completion of work. Monitors, reviews, and communicates the implementation phases of the RECCs strategic plans to ensure that long-range goals and objectives are met. Plans, allocates, and monitors time, people, equipment, and other resources for the RECC to ensure efficient organization and completion of work. Plans for the staffing needs, is the hiring authority for the RECC, and conducts periodic workload studies to ensure proper management of staff. Plans, coordinates, assigns, and monitors performance; coaches, counsels, mentors, trains, and advises employees in the RECC to meet RECC goals and for employee career development. Develops, communicates, monitors, evaluates, and approves policies, procedures, and standards for the Center; implements improvements when necessary. Confers with members of participating communities municipal management to keep them informed on key issues and progress made towards objectives and to gain their support and approval; makes recommendations to assist management in making needed improvements. Maintains and increases professional knowledge, skills, and development by attending seminars and training programs, and through trade and professional publications. Assists in the development of annual operating budget for the department; monitors and administers approved budget. Negotiates contracts on radio equipment, communications equipment, computer systems, and telephone system.
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Reviews bids from vendors and evaluates them according to specified criteria and current policy. Ensures that quality standards and compliance with regulations are maintained. Responsible for the research, approval, and recommendations for the implementation, configuration, maintenance, and supervision of the Computer Aided Dispatch (CAD) system and the enhanced 911 system. Maintains CALEA national standards and ensures that the Center meets all requirements to maintain accreditation. Performs other related duties as assigned.
MATERIAL AND EQUIPMENT USED: Personal Computer Standard Office Equipment Standard Software Applications Communications Equipment
MINIMUM QUALIFICATIONS REQUIRED: Bachelors Degree in Planning, Public Administration or related field; supplemented by five years of progressively responsible experience in emergency communications, including planning, budget and contracts administration; or an equivalent combination of education, training and/or experience. KNOWLEDGE, SKILLS, AND ABILITIES: Knowledge of the principles, practices and methods of emergency and 911 communications operations planning. Knowledge of pertinent federal, state and local rules, regulations, ordinances, and other regulatory standards applicable to the work. Knowledge of emergency communications management techniques relating to infrastructure planning and development. Knowledge of contract administration principles and practices, forms and procedures relative to transportation planning. Executive-level interpersonal, leadership, planning, management and communications skills; ability to communicate professionally verbally, in writing, and in presentations. Skill in researching, compiling, and summarizing statistical data and information materials. Skill in developing, writing, disseminating, communicating and implementing policies and procedures. Ability to interpret rules, regulations, and policies for effective decision-making in accordance with established precedent. Ability to plan, assign, direct and review the work of others in a manner conducive to full performance and compliance with established policies, procedures and regulatory standards applicable to the work. Ability to utilize personal computers, standard office equipment and standard software applications, e.g., word processors, database software, spreadsheet applications.
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Ability to review and suggest changes, additions and corrections in detailed plans and specifications for emergency equipment operations. Ability to establish and maintain effective working relationships and communications with project consultants, private contractors, vendors, departmental officials and the public. Ability to organize work, establish priorities, meet established deadlines, and follow up on assignments with a minimum of direction.
PHYSICAL REQUIREMENTS: While performing the essential functions of this job the employee is regularly required to sit; use hands to finger, handle, or feel; reach with hands and arms; and lift and/or move up to 20 pounds. While performing the essential functions of this position the employee is occasionally exposed to fumes or airborne particles, toxic or caustic substances, outside weather conditions, excessive noise, and dampness/humidity.
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Middlesex Regional Emergency Communications District EMERGENCY COMMUNICATIONS TELECOMMUNICATOR Under general supervision, performs work involving answering emergency and non-emergency voice and TTY/TDD (telecommunication devices for the deaf) and dispatching appropriate response units. Employees in this classification are responsible for entering information into computers, providing life-saving and pre-arrival instructions to callers in medical emergencies, and maintaining contact with callers and response units while enroute as needed. Relays information to law enforcement agencies on suspects and wanted persons. Employees in this classification arecentral to the preservation of life, health, safety and property for citizens, public safety employees, and others. This may is assigned to function as Communications Training Operator (CTO).
ESSENTIAL CLASS FUNCTIONS: The list of essential functions, as outlined herein, is intended to be representative of the tasks performed within this classification. It is not necessarily descriptive of any one position in the class. The omission of an essential function does not preclude management from assigning duties not listed herein if such functions are a logical assignment to the position.
Answers incoming emergency and non-emergency voice and TDD calls from the public; determines the nature of the call; determines correct signal and/or code; assigns priority to call; simultaneously enters information into computer. Dispatches the appropriate agency (police, fire, emergency medical) to the scene through use of radio and computeraided dispatch (CAD) system; coordinates multi-unit and multi-jurisdictional response calls. Provides life-saving and pre-arrival instructions to callers in emergency medical situations; remains available to callers while units are enroute; checks medical status. Maintains contact with response unit in order to give current information and instructions regarding emergency situation. Maintains contact in unusual situations (e.g., with hostages) to ensure information and communications flow; assists in the coordination of correct response. Contacts callers to obtain or relay information relating to original call or complaint. Maintains awareness of available response units in order to dispatch calls appropriately and efficiently. Performs administrative support work of routine to moderate difficulty in processing, entering and retrieving information from police records and reports. Retrieves and relays information from LEADS and NCIC, such as driver's license, weapon registration, tag and article ID numbers, dates of birth, etc. to law enforcement personnel. Uses a computer to enter and retrieve data; sorts and files records; assists the public with transactions and information relating to police, fire, and EMS activity. Contacts appropriate agencies by telephone to confirm wants and warrants at request of public safety officer; relays information to NCIC representative to confirm warrants and to relay information regarding located, recovered, or stolen articles. Coordinates with special response units such as K-9, bomb squad, SWAT, dive team, TAC team, hazardous materials team, narcotics, or intelligence in order to dispatch units to emergency scenes.
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Facilitates contact of and/or contacts Animal Control and DFACS after hours. Enters incident information and incident numbers into computer (CAD) so it is available to public safety personnel. Interacts with public over the phone to answer questions, provide information, or resolve problems; provides information on how to retrieve lost or stolen property, retrieve vehicles from impound facilities, obtain accident reports, etc. May be assigned to function as Communications Training Officer; provides training and instruction to new and less experienced operators on various aspects of 911 operation; monitors and documents trainees' activities; coaches and motivates trainees to improve job knowledge and performance. Performs other related duties as assigned.
MATERIAL AND EQUIPMENT USED: CAD system Two-way radio TTY/TDD system Multi-line telephone Personal computer and/or terminal Head phone Weather satellite Standard office equipment Standard Software Specialized Software
MINIMUM QUALIFICATIONS REQUIRED: High School diploma or GED; supplemented by successful completion of in-house and Commonwealth training Cardiopulmonary Resuscitation (CPR) Certification Emergency Medical Dispatch (EMD) Certification TTY / TDD Certification NCIC / LEADS Certification Requires Communications Training Officer (CTO) when assigned to training
KNOWLEDGE, SKILLS, AND ABILITIES: Knowledge of general office equipment and administrative support functions. Knowledge of general map reading and interpretation principles and techniques and geography, including jurisdictions and roadways. Knowledge of federal, state and local regulatory standards, laws, ordinances and requirements applicable to the work. Skill in utilizing specialized emergency communications equipment, e.g., Computer-aided Dispatch (CAD), telecommunication devices for the impaired (TTY/TDD), multi-line phone system; NCIC/LEADS terminal. Ability to effectively communicate both orally and in writing; strong oral communications skills, e.g., clarity, enunciation, vocabulary, resonance.
Ability to utilize personal computers, standard office equipment and standard software applications, e.g., word processors, database software, spreadsheet applications.
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Ability to hear and comprehend persons calling for service or assistance; ability to relay interpretation of emergency and medical calls to appropriate personnel and agencies.
Ability to establish and maintain effective working relationships and communications with employees and the general public.
Ability to remain calm and controlled under stressful conditions in emergency situations.
Ability to organize work, establish priorities, meet established deadlines, and follow up on assignments with a minimum of direction.
PHYSICAL REQUIREMENTS: While performing the essential functions of this job the employee is frequently required to sit; use hands to finger, handle, or feel; talk or hear; and lift and/or move up to 10 to 20 pounds. While performing the essential functions of this position the employee is rarely exposed to disagreeable environmental factors. The position is, however, frequently exposed to high stress situations and excessive noise.
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Existing Conditions Analysis Update
This section updates the data in the Current Communications Environment section of the Northern Middlesex Council of Government Feasibility Study for Regional Emergency Communications Center prepared by AECOM in December 2011. Upon the completion of the previous study, representatives of the Northern Middlesex Council of Governments (NMCOG) made presentations to the Lowell City Council Public Safety Committee and the Boards of Selectmen in the other eight participating communities (Billerica, Chelmsford, Dracut, Dunstable, Pepperell, Tewksbury, Tyngsborough and Westford) and requested a vote on whether the communities would be interested in participating in another study that would focus on the Implementation of a Regional Emergency Communications Center (RECC). Based upon the votes of the Lowell City Council Public Safety Committee and six (Chelmsford, Dracut, Dunstable, Pepperell, Tewksbury and Tyngsborough) of the eight suburban communities, NMCOG submitted an application to the State 9-1-1 Office to fund the Northern Middlesex Implementation Study for a Regional Emergency Communications Center, which was approved on July 2012. The NMCOG Council approved the appointment of AECOM as the consultant for this study principally due to their familiarity with the previous study. At the initial meeting of the 9-1-1 Work Group meeting on September 12, 2012, NMCOG and AECOM staff outlined the ) components of the new study and requested updated data related to the PSAPs serving the seven remaining communities. The data requested was limited in scope and was needed to determine whether any major changes had occurred since the completion of the initial Feasibility Study. In addition to providing a brief survey form, AECOM staff met with representatives from those communities that couldnt attend the 9-1-1 Work Group meeting, as well as with the new Police and Fire Chiefs in the region. The data provided in this section was developed based upon the information provided in the questionnaires returned by each PSAP, as well as any additional information received from the local communities. Where updated information was made available, the 911 call volume was provided by the State to reflect the 2012 figures and budget numbers were updated to reflect the 2011/2012 levels.
In this section, we will identify changes that have occurred in the dispatch environment for the participants. New dispatch statistics, staffing numbers, and budgets are shown in tables within this section.
3.1
Current Community Environment
The population figures for the seven communities participating in this Implementation Plan have been outlined in Table 3-1 on the next page. These population figures include the 2010 U.S. Census figures, population estimates for 2011 and population projections for 2020, 2025 and 2030. Currently, the population being served is slightly less than 225,000, but it is expected to increase by 9% to nearly 245,000 in 2030. Population figures for each community through 2030 are shown in Table 3-1 on the next page as well.
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Table 3-1 Population Projections % Change 20102030 6.15% 17.56% 37.46% 3.10% 27.51% 9.87% 21.68% 9.00%
Locality Chelmsford Dracut Dunstable Lowell Pepperell Tewksbury Tyngsborough Total
2010 2020 2025 2030 Census Projection Projection Projection 33,802 34,750 35,260 35,880 29,457 32,080 33,140 34,630 3,179 3,560 3,950 4,370 106,519 106,920 108,220 109,820 11,497 13,070 13,680 14,660 28,961 30,000 31,020 31,820 11,292 12,470 13,070 13,740 224,707 232,850 238,340 244,920
Source: 2010 U.S. Census, 2007-2011 American Community Survey 5-year Estimates and MassDOT projections for 2020, 2025 and 2030.
3.2
Current Dispatch Environment
Of the eight primary localities involved in this study including Groton, there are nine public safety dispatch centers. These dispatch centers continue to function as primary public safety answering points (PSAP). The Town of Dunstable does not operate a dispatch center. Instead, 9-1-1 calls for Dunstable are answered by the Groton Police Department. Wireless 9-1-1 calls originating in all of the localities are answered by the State Police, and then transferred to the locality as appropriate. In Dracut, the Towns fire and police departments maintain and operate separate dispatch centers. The police dispatch center answers all wire line calls, and then transfers calls to the fire dispatch center as appropriate. The Dunstable Police Department is dispatched by the Groton Police Department, and the Dunstable Fire Department is dispatched by the Pepperell Communications Center. Table 3-2 shows the agencies dispatched and Sections 3.4 3.9 provide information on each community:
Table 3-2 PSAPS and Dispatched Agencies Chelmsford PD Dracut PD Dracut FD Chelmsford PD Dracut PD Dracut FD Chelmsford FD Trinity EMS Groton PD Groton PD Groton FD Groton EMS Dunstable PD Trinity EMS Lowell PD Lowell PD Lowell FD Pepperell Pepperell PD Pepperell FD Dunstable FD Tewksbury PD Tyngsborough PD Tewksbury PD Tyngsborough PD Tewksbury FD Tyngsborough FD
3.3
Town of Chelmsford
The Chelmsford Police Department Dispatch Center is the primary public safety answering point for the Town. The center also dispatches the Chelmsford Fire Department. The dispatch center employs nine civilian personnel. Two dispatchers are on duty on each shift. In addition to the Chelmsford Police and Fire Departments, the dispatch center communicates directly with Trinity EMS units once they have been dispatched to a call. These units are tracked in the CAD system. A Microsystems CAD system is in use. The Microsystems Records Management System (RMS) was upgraded in August of 2012. The Chelmsford dispatch center implemented the Medical Priority EMD system this past summer and is performing this required service in-house. The dispatch center is located inside the Chelmsford Police Department building. There are a total of four (4) positions located in this center. All positions are capable of dispatching/call-taking. Other than the software upgrade and the implementation of EMD, there have been no significant changes in the Chelmsford dispatch operation and
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facility since the Feasibility Study was completed. Table 3-3 shows the available metrics for the Chelmsford Police Department Communications Center:
Wire-line 9-1-1 Wireless 9-1-1 VOIP 9-1-1 Total 9-1-1 Calls Received Administrative/Non-Emergency Calls Police Calls For Service Dispatched Police Officer Initiated Calls Fire Calls Dispatched Emergency Medical Calls Dispatched
Table 3-3 Chelmsford Police Department Call Volume Activity 2010 2011 2012 4,960 5,052 2,371 2,791 7,331 7,843 28,106 7,331 33,353 34,357 0 0 0 0 6,149
3.4
Town of Dracut Police Dispatch
The Dracut Police Dispatch Center functions as the primary public safety answering point for the town. It also dispatches the Dracut Police Department. The Dracut Fire Department operates a secondary PSAP. All fire and medical emergency calls are transferred to the fire department. The dispatch center is equipped with three positions. A new Logging Recorder, an Equature DLR, was obtained since the previous study. The Police dispatch center is staffed by seven (7) full time and five (5) part-time dispatchers. Two dispatchers are on duty on each shift. Table 3-4 shows the available metrics for the Dracut Police Department:
Table 3-4 Dracut Police Department Activity Wire-line 9-1-1 Wireless 9-1-1 VOIP 9-1-1 Total 9-1-1 Calls Received Administrative/Non-Emergency Calls Police Calls For Service Dispatched Police Officer Initiated Calls Call Volume 2010 2011 2012 3,074 3,139 1,759 1,953 4,833 18,520 9,680 12,895 5,092 0 22,076 4,709
3.5
Dracut Fire Department Communication Center
The Dracut Fire Department operates a secondary PSAP. A single firefighter is assigned to dispatch on each shift. The Fire Department operates a municipal fire alarm system. The system uses town-owned cable to connect the facilities. Since the Feasibility Study, the Fire Department obtained an Avaya PBX in July, 2012.
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Table 3-5 shows the available metrics for the Dracut Fire Department:
Table 3-5 Dracut Fire Department Activity Fire Calls Dispatched Emergency Medical Calls Dispatched Call 2011 3,166 1,856
3.6
City of Lowell
The Lowell Police Department Communications and 9-1-1 Center is the primary public safety answering point for the City and provides the dispatch services for the Lowell Police Department and the Lowell Fire Department. Saints EMS provides emergency medical transport services. Normally, six (6) personnel are scheduled to work on any given day. Five personnel is the minimum staffing level. The dispatch center is located inside the Lowell Police Department building. The center is equipped with seven workstations. There have been no technological changes since the previous study. The PSAP now provides EMD service using the Power Phone protocols. Numbers are not yet available. Table 3-6 shows the available metrics for the Lowell Police Department Communications Center
Table 3-6 Lowell Police Department Activity Wire-line 9-1-1 Wireless 9-1-1 VOIP 9-1-1 Total 9-1-1 Calls Received Administrative/Non-Emergency Calls Police Calls For Service Dispatched Police Officer Initiated Calls Fire Calls Dispatched Emergency Medical Calls Dispatched 2010 13,355 15,153 28,508 Call Volume 2011 2012 13,886 17,565 31,451 127,008 81,240 18,000 30,399
3.7
Pepperell
The Pepperell Communications Department is a separate department of town government. The dispatch center is located in the Pepperell Police Department. The department is the primary public safety answering point for the Town and dispatches the Pepperell Police and Fire Departments as well as Dunstable Fire. The Pepperell Communications Department answers the administrative lines for these departments as well. The Communications Department is staffed with a Director, Assistant Director, six (6) full-time dispatchers, and one (1) parttime dispatcher. Day shift is staffed by two dispatchers, afternoon shift by 1.5 dispatchers and night shift with one dispatcher. Table 3-7 shows the available metrics for the Pepperell Communications Center.
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Table 3-7 Town of Pepperell Activity Wire-line 9-1-1 Wireless 9-1-1 VOIP 9-1-1 Total 9-1-1 Calls Received Administrative/Non-Emergency Calls Police Calls For Service Dispatched Police Officer Initiated Calls Fire Calls Dispatched Emergency Medical Calls Dispatched 2010 926 455 1,381 29,000 9,743 376 724 Call Volume 2011 1,779 588 2,367 30,000 9,474 847 798 762 2012
1,380
3.8
Tewksbury
The Tewksbury Police Department Dispatch Center provides dispatch service for the Tewksbury Police Department and the Tewksbury Fire Department, and is the primary PSAP. The dispatch center is equipped with three positions. Two of the positions are staffed twenty-four hours a day. There are a total of nine (9) full-time dispatchers, five (5) part-time dispatchers, and a chief dispatcher. The dispatch center is located inside the Tewksbury Police Department on Main Street. Verizon is currently updating the 9-1-1 telephone system. The center installed a new TriTech/IMC CAD and RMS in September, of 2012. In addition, the center also installed a new Win-MK440CT PBX in June, 2011. The Center is performing EMD using the Priority Dispatch protocols and performed 1,647 EMDs in 2012. Table 3-8 displays the available metrics for the Tewksbury Police Communications Center.
Table 3-8 Tewksbury Police Department Activity Wire-line 9-1-1 Wireless 9-1-1 VOIP 9-1-1 Total 9-1-1 Calls Received Administrative/Non-Emergency Calls Police Calls For Service Dispatched Police Officer Initiated Calls Fire Calls Dispatched Emergency Medical Calls Dispatched 2010 5,270 2,073 7,343 95,000 14,026 18,164 1,593 2,206 Call Volume 2011 2012 4,740 2,674 7,414 0 7,239 23,480 3,812 2,875 6,245
3.9
Tyngsborough
The Tyngsborough Police Department Dispatch Center is the primary PSAP for the Town and is staffed by six (6) full time and three (3) part time dispatchers. The dispatch center is staffed with two (2) dispatchers on day and afternoon shifts and one dispatcher on the night shift. The dispatch center dispatches the Tyngsborough Police Department and the Tyngsborough Fire Department. The dispatch center is located inside the Tyngsborough Police Department building. There have been no technical or operational changes since the previous study was completed. EMD is provided in-house. Table 3-9 on the next page displays the available metrics for the Tyngsborough Police Department Dispatch Center.
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Wire-line 9-1-1 Wireless 9-1-1 VOIP 9-1-1 Total 9-1-1 Calls Received Administrative/Non-Emergency Calls Police Calls For Service Dispatched Police Officer Initiated Calls Fire Calls Dispatched Emergency Medical Calls Dispatched
Table 3-9 Tyngsborough Police Department Call Volume Activity 2010 2011 2012 1,095 2,019 578 1,539 1,673 24,523 25,917 19,917 370 673 3,558 22,544 0 1,030 628 1,411
3.10
Dispatch Center Staffing
Table 3-10 displays the staffing at each of the PSAPs across the region:
Table 3-10 Current Personnel FT Authorized 9 7 4 4 26 6 9 6 71 FT Actual 9 7 4 4 26 6 9 6 71 PT Authorized 0 5 0 3 0 1 5 3 17 PT Actual 0 5 0 3 0 1 5 3 17 On Duty On Duty On Duty Days Afternoon Nights 2 2 2 2 2 2 1 1 1 1.5 1.5 1 6 6 6 2 1.5 1 2 2 2 2 2 1 18.5 18 16
Dispatch Center Chelmsford Police Dept Dracut Police Dept Dracut Fire Dept (firefighters) Dunstable (Groton) Lowell Police Dept Pepperell Communications Dept Tewksbury Police Dept Tyngsborough Police Dept Total FT= Full Time PT= Part Time
3.11
Emergency Medical Dispatch
Emergency Medical Dispatch (EMD), complete with pre-arrival instructions, has become the established standard of care throughout this country. The Massachusetts State 9-1-1 Board has made EMD a requirement for 9-1-1 systems in the Commonwealth effective July 1, 2012. The regulations require that each PSAP provide EMD either through certified EMD dispatchers at the PSAP/RECC or through a certified EMD resource. Further, the PSAP/RECC or certified EMD resource must use a single EMD Protocol Reference System (EMDPRS) on every request for medical assistance, have policies and procedures for use of EMDPRS, and establish a continuous quality assurance (QA) program. Table 3-11 displays the status of and protocol in use at each of the PSAPs:
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Locality Chelmsford Dracut Dunstable Lowell Power Phone Pepperell Tewksbury Priority Dispatch Tyngsborough In House Total
Table 3-11 EMD Protocol in Use Priority Dispatch
Volume
1,647 1,647
3.12
2011 Budget
The participating communities were also asked to provide their updated budget information. This will be used for comparison with any new projections related to RECC operations. Table 3-12 displays the budgets of the City and Towns:
Dispatch Center Chelmsford Dracut Police Dracut Fire Dunstable Lowell Pepperell Tewksbury Tyngsborough Total
Table 3-12 2011 Budget Salary Budget $ 458,302 $ $ $ $ $ $ 115,714 152,008 64,000 357,000 546,680 406,177
Capital Expenditures Budget Total $ 26,000 $ 484,302 $ $ $ $ $ $ $ $ 149,465 51,900 227,365 $ $ $ $ $ $ 115,714 152,008 64,000 357,000 546,680 458,077
$ 1,535,343
$ 1,684,808
$ 3,635,224
$ 3,862,589
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Analysis of Alternative Solutions
As part of this study, AECOM examined a number of possible alternative solutions to the issues and problems cited by the participants in this study. This section presents the most logical alternatives. The alternatives included are: Option #1 - No Consolidation Maintain Existing Situation Option #2 - Chelmsford, Lowell and Tewksbury RECC Option #3 Dunstable, Groton, Pepperell, and Tyngsborough RECC Option #4 Chelmsford, Dracut, Lowell, and Tewksbury RECC Option #5 Lowell, Chelmsford, Dracut, Dunstable (currently dispatched by Groton), Pepperell, Tewksbury and Tyngsborough RECC Each of the alternatives is discussed in terms of the organization, staffing, technology, facility size, and back-up issues. The study also identifies both the advantages and disadvantages of each alternative. Previous sections of this report addressed the current situation, the requirements for a consolidated center, and the issues and problems currently encountered. The costs associated with each of the alternatives are described in Task 5.
4.1
Technological Assumptions
In developing and analyzing the alternatives, certain assumptions were made regarding the technology needed for a Regional Emergency Communications Center. See subsections below for explanation of each assumption.
4.1.1
Interoperability/Interagency Coordination
Each of the dispatch centers currently uses separate channels for law enforcement and fire communications. The use of multiple frequencies and channels significantly limits interoperability between the agencies.
4.1.2
Computer-Aided Dispatch (CAD) System
Computer-Aided Dispatch (CAD) systems allow public safety operations and communications to be augmented, assisted or partially controlled by an automated system. It can include, among other capabilities, computer controlled emergency vehicle dispatching, vehicle status, incident reporting, and management information. Most importantly, the CAD tracks the status of incidents and public safety units and recommends units to assign to the call. All aspects of a CAD system must be optimized for rapid response and system reliability. Since time is of the essence, the CAD system must accurately provide a date and time stamp for every activity. Properly designed and implemented CAD systems increase the accuracy and reliability of the public safety dispatch process. Call processing time is reduced. Case and assignment numbers are created and tracked automatically. CAD systems collect the initial information for an incident and then provide the information to one or more records management systems. The CAD system also supports other activities that assist in the effective use of public safety resources, including shift change roll call, Be on the lookout (BOLO) files, and the ability to schedule a call in the future such as funeral escorts and residence checks. Currently, each dispatch center operates and maintains its own separate CAD system. The PSAPs use different software vendors and none of the systems are interfaced or interconnected so there is no sharing of data. Participants entering into RECC operations will be required to operate from a single CAD platform.
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4.1.3
Records Management Systems (RMS)
A Records Management System (RMS) is an agency-wide system that provides for the storage, retrieval, retention, manipulation, archiving, and viewing of information, records, documents, or files pertaining to department operations. The RMS covers the entire life span of records development, from initial generation through completion. An RMS is a comprehensive computer program designed to enter and track appropriate statistical data and provide the agency management staff with the information needed to manage the agency. The RMS system also must interface with appropriate state and federal databases so that automated reporting can occur. Statistics are gathered at the local, state, and federal levels and, ultimately, provide a nationwide view of activity as it is reported by public safety agencies throughout the country. The data is used to indicate the levels and nature of crime, fires, and, emergency medical activity, and to provide a reliable management tool for decision-makers within the criminal justice community. The National Incident Based Reporting System (NIBRS) provides law enforcement with the tool to fight crime by producing detailed, accurate, and meaningful data. The National Fire Incident Reporting System (NFIRS) does the same for the fire service and the National EMS Information System Dataset (NEMSIS) does the same for emergency medical services. An effective RMS allows the single entry of data while supporting multiple reporting mechanisms. Frequently, the RMS is interfaced with the CAD so that when calls are closed in CAD, the call record is transferred to the RMS to facilitate the capture of all relevant information without having to re-key the data into the RMS. Currently, there are six separate law enforcement RMS systems in use in the participating municipalities. A regional RMS could provide further enhancements in the exchange of information by local law enforcement agencies. The fire departments are required to participate in the Massachusetts Fire Incident Reporting System (MFIRS). MFIRS is the statewide system for tracking fire-related emergencies. Those fire departments that provide ambulance service must submit reports to the Office of Emergency Medical Services (OEMS). Each individual fire department and ambulance service maintains its own records. These systems are not interfaced with the CAD system.
4.1.4
911 System
Currently, the 911 system nationally is in a state of flux. Internet telephony is growing. The 911 network is transitioning from a separate, dedicated, circuit-based infrastructure to one that is digital, using Internet Protocol. The current vision is that the system will migrate to a private Emergency Services Network (ESN). This will allow considerably more flexibility and capabilities than currently exist. In 1990, the Massachusetts Legislature enacted legislation providing for Enhanced 911 on a statewide basis. This legislation established the Statewide Emergency Telecommunications Board (SETB) as the state agency responsible for coordinating andadministeringtheimplementationofEnhanced911andforpromulgatingstandardstoensureaconsistentstatewide approach for Enhanced 911. In 2008, the SETB was changed to the State 911 Department. The Enhanced 911 program in Massachusetts is funded by a surcharge on all wire-line and wireless telephones. The State 911 Department provides funding for the 911 network as well as the Customer Premises Equipment (CPE). The State 911 Department also provides training grants. Furthermore, the 2008 legislation provides for grants for allowable expenses related to enhanced 911 telecommunicator personnel costs, and the acquisition and maintenance of HVAC and other environmental control equipment, CAD systems, console furniture, dispatcher chairs, radio consoles, and fire alarm receipt and alert equipment associated with providing enhanced 911 services. In addition, the grant provides reimbursement to Regional PSAPs and RECCs for allowable expenses related to the acquisition and maintenance of public safety radio systems.
4.1.5
Mapping/Geographic Information Systems (GIS)
GIS integrates hardware, software, and data for capturing, managing, analyzing, and displaying all forms of geographically referenced information or location information. GIS allows for the display of database information on a visual map. While the GIS does not contain any maps or graphics, it creates the details included on the maps and graphics from the information contained in the databases. GIS does this by displaying information in layers. Some of the layers commonly used in public safety communications centers include streets, pipelines, creeks, railroads, fire hydrants, cell tower locations, municipal boundaries, public safety response districts, and so forth. These layers can be added or removed as needed.
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Some form of computerized mapping became a de facto requirement for PSAPs with the deployment of wireless 911, since wireless caller location information is received in geographic coordinates (latitude and longitude) rather than specific addresses. As the 911 network migrates to the next generation, this will be even more critical. Each of the PSAPs has a mapping system installed as part of the 911 CPE provided by the State 911 Department. Updates to the maps are provided periodically by the State. Maintaining data integrity within each GIS and keeping the data synchronized with other, existing databases, such as the 911 Master Street Address Guide (MSAG), and the CAD geo-file requires high levels of coordination and is a challenge. Integration of the GIS with the various other applications and systems is complex and challenging. Ideally, the 911 call location data, is seamlessly transferred from the 911 system to the mapping system and then to the CAD system so that the callers location is displayed as a dispatchable address and entered correctly into CAD call for service form. In addition, NMCOG continues to work with the State GIS Office to develop addresses for specific locations in each community to meet the needs of the 911 system and law enforcement agencies.
4.1.6
Emergency Medical Dispatch (EMD)
The AECOM staffing recommendations are made considering the implementation of an EMD program. EMD calls present challenges because the dispatcher must remain on the telephone with the complainant until responders arrive on the scene. An EMD call requires the full attention of the dispatcher, who cannot be asked to perform any other duties for the duration of the call. The EMD implementation requirement began July 2012.
4.1.7
Logging Recorder System
Industry standards require both the continuous recording of emergency telephone conversations and radio transmission for long- term retention, as well as the capability of immediate playback of both recorded telephone and radio traffic. These recording systems are an indispensable source of information for criminal, fire/EMS, civil, and internal investigations. They enhance agency training and quality assurance programs. The ability to instantly replay a conversation while still recording other calls and radio transmissions can literally be the difference between life and death. This is especially true when a person requesting assistance is not able to repeat their request or the conversation is garbled, or spoken too quickly for easy understanding. As 911, telephone, and radio systems become more complex, so do recording systems. In addition, some technologically complex systems may require dedicated recording systems. Currently, the State 911 Department provides recorders as part of the 911 CPE equipment. It is assumed that they will continue to provide the recording systems.
4.2
Option 1 No Consolidation
This option would continue the status-quo with each of the existing PSAPs continuing to operate independently.
4.2.1
Organization
Since each center would continue to operate independently, no organizational changes would occur.
4.2.2
Staffing
The staffing levels would continue as they currently exist based upon available local funds. Table 4-1 displays the current authorized staffing levels. Where we have indicated 1.5 On-Duty, the .5 is a four hour augmentation to the shift.
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Table 4-1 Current Personnel FT Authorized 9 7 4 4 26 6 9 6 71 FT Actual 9 7 4 4 26 6 9 6 71 PT Authorized 0 5 0 3 0 1 5 3 17 PT Actual 0 5 0 3 0 1 5 3 17 On Duty On Duty On Duty Days Afternoon Nights 2 2 2 2 2 2 1 1 1 1.5 1.5 1 6 6 6 2 1.5 1 2 2 2 2 2 1 18.5 18 16
Dispatch Center Chelmsford Police Dept Dracut Police Dept Dracut Fire Dept (firefighters) Dunstable (Groton) Lowell Police Dept Pepperell Communications Dept Tewksbury Police Dept Tyngsborough Police Dept Total FT= Full Time PT= Part Time
4.2.3
Technology
Each of the dispatch centers will continue to bear the full responsibility for updating and replacing their 911 system, mapping, radio consoles, dispatch workstation furniture, CAD and RMS systems, and recording system. There will be limited benefits by not consolidating. Interchange of information will continue to be less efficient or effective than it could be.
4.2.4
Space
Each of the dispatch centers will continue to operate in their existing facilities. Several of the centers are limited in terms of space, especially in their communications and computer equipment rooms. In order to meet future needs, all eight communities will have to shoulder the cost of any expansion or renovation.
4.2.5
Back-Up
The dispatch centers will continue to have the same back-up provisions as outlined in their existing plans.
4.3
Option 2 Chelmsford, Lowell and Tewksbury RECC
This option would consolidate the Town of Chelmsford, the City of Lowell, and the Town of Tewksbury into a Regional Emergency Communications Center (RECC). The other towns would continue to operate as they do now.
4.3.1
Organization
A governance structure would need to be determined for the RECC. The governance alternatives are more fully discussed in Task 2.
4.3.2
Staffing
The estimated staffing for the RECC is show in Table 4-2. The center would require a 911 Director, Training Director, Technical position and an Administrative Assistant. These positions would be responsible for management and for the day-today operation of the center, including staffing, training, and quality assurance. The center would have six (6) lead dispatchers or shift supervisors, and thirty-nine (39) telecommunicators. The normal staffing should be nine (9) telecommunicators and one to two supervisors on duty at any time.
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Table 4-2 Option 2 Regional Emergency Communications Center On Duty Total 911 Director 1 Training Director 1 Technical Position 1 Administrative Assistant 1 Lead Dispatcher/Shift Supervisor 1 to 2 6 Communications Officers 9 39 Total 10 to 11 49
4.3.3
Technology
New 911 CPE, mapping, CAD, RMS, dispatch consoles, logging recorders, and dispatch workstation furniture would be required. The participants in this scenario currently use three different CAD products: Microsystems, Larimore, and IMC. Each of these systems is driving the existing RMS systems. Decisions will be required to select one of the current vendors and data will need to be converted or archived for the two participants replacing their current systems or a new vendor will need to be selected.
4.3.4
Space
In order to accommodate peak workloads and future growth, the center would need to be of sufficient size for ten (10) dispatch workstations. In addition to the actual dispatch center, space would be required to house the technology, offices, training space, and auxiliary space such as break rooms and lockers. A ten position center would require approximately 10,722 square feet of dedicated space along with raised flooring, redundant routing for 911 and emergency telephone circuits, back-up power supplies, and HVAC systems. Note the space estimates are estimates and not exact space allocations. Before any facility would be constructed, the exact space requirements will need to be determined. The space requirements may be reduced if the dispatch center is located in an existing building where this space could be shared with other building tenants.
4.4
Option 3 Dunstable, Groton, Pepperell, and Tyngsborough
This option would consolidate the Towns of Dunstable (currently dispatched by Groton), Groton, Pepperell and Tyngsborough into a Regional Emergency Communications Center (RECC). The other municipalities would continue to operate as they do now.
4.4.1
Organization
4.4.2
Staffing
The estimated staffing for the RECC is show in Table 4-3. The center would require a 911 Director, Training Director and an Administrative Assistant. These positions would be responsible for the day-to-day operation of the center, including staffing, training, and quality assurance. The center would have three (3) lead dispatchers or shift supervisors, and eighteen (18) telecommunicators. The normal staffing should be four (4) telecommunicators and one (1) shift supervisor. A Technical position was not included in this option for budget considerations.
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Table 4-3 Option 3 Regional Emergency Communications Center On Duty Total 911 Director 1 Training Director 1 Administrative Assistant 1 Lead Dispatcher/Shift Supervisor 1 3 Communications Officers 4 18 Total 5 24
4.4.3
Technology
New 911 CPE, mapping, CAD, RMS, dispatch consoles, logging recorders, and dispatch workstation furniture would be required. It should be assumed in this scenario that Dunstable and Pepperell will be transitioning to the existing Groton CAD system. This transition should be eased by the fact that Dunstable is operating already in the Groton and Pepperell Centers; and the Groton and Pepperell are using the same CAD vendor, Tri-Tech IMC.
4.4.4
Space
In order to accommodate peak workloads and future growth, the center would need to be of sufficient size for five dispatch workstations. . In addition to the actual dispatch center, space would be required to house the technology, offices, training space, and auxiliary space such as break rooms and lockers.
A five position center would require approximately 8,191 square feet of dedicated space along with raised flooring, redundant routing for 911 and emergency telephone circuits, back-up power supplies, and HVAC systems. It must be noted that the space estimates are just that. Before any facility would be constructed, the exact space requirements will need to be determined. The space requirements may be reduced if the dispatch center were located in an existing building where this space could be shared with other building tenants.
4.5
Option 4 Chelmsford, Dracut, Lowell, and Tewksbury RECC
This option would consolidate the Town of Chelmsford, the Town of Dracut, the City of Lowell, and the Town of Tewksbury into a Regional Emergency Communications Center (RECC). The other towns would continue to operate as they do now.
4.5.1
Organization
4.5.2
Staffing
The estimated staffing for the RECC is show in Table 4-4. The center would require a 911 Director, Training Director, Technical position and Administrative Assistant. These positions would be responsible for the day-to-day operation of the center, including staffing, training, and quality assurance. The center would have six (6) lead dispatchers or shift supervisors, and forty nine (49) telecommunicators. The normal staffing should be eleven (11) telecommunicators and one (1) or two (2) shift supervisors.
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Table 4-4 Option 4 Regional Emergency Communications Center On Duty Total 911 Director 1 Training Director 1 Technical Position 1 Administrative Assistant 1 Lead Dispatcher/Shift Supervisor 1 to 2 6 Communications Officers 11 49 Total 12 to 13 59
4.5.3
Technology
New 911 CPE, mapping, CAD, RMS, dispatch consoles, logging recorders, and dispatch workstation furniture would be required. The participants in this scenario currently use three different CAD products: Microsystems, Larimore, and IMC. Each of these systems is driving the existing RMS systems. Decisions will be required to select one of the current vendors and data will need to be converted or archived for the three participants replacing their current systems or a new vendor will need to be selected.
4.5.4
Space
In order to accommodate peak workloads and future growth, the center would need to be of sufficient size for fourteen dispatch workstations. In addition to the actual dispatch center, space would be required to house the technology, offices, training space, and auxiliary space such as break rooms and lockers. A fourteen position center would require approximately 11,491 square feet of dedicated space along with raised flooring, redundant routing for 911 and emergency telephone circuits, back-up power supplies, and HVAC systems. It must be noted that the space estimates are just that. Before any facility would be constructed, the exact space requirements will need to be determined. The space requirements may be reduced if the dispatch center were located in an existing building where this space could be shared with other building tenants.
4.6
Option 5 - Chelmsford, Dracut, Dunstable, Lowell, Pepperell, Tewksbury and Tyngsborough RECC
This option would consolidate the dispatch operations of the seven communities into a single Regional Emergency Communications Center (RECC). Groton is not included in this option.
4.6.1
Organization
4.6.2
Staffing
The estimated staffing is shown in Table 4-5. The center would require a 911 Director, Training Director, Technical position and an Administrative Assistant. These positions would be responsible for the day-to-day operation of the center, including staffing, training, and quality assurance. The center would have six (6) lead dispatchers or shift supervisors, and fifty-five (55) telecommunicators. The center would typically have one to two lead dispatchers and thirteen telecommunicators per shift on duty.
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Table 4-5 Option 5 Regional Emergency Communications Center On Duty Total 911 Director 1 Training Director 1 Technical Position 1 Administrative Assistant 1 Lead Dispatcher/Shift Supervisor 2 6 Communications Officers 13 55 Total 15 65
4.6.3
Technology
A new set each of the major systems (911 CPE, mapping, CAD, RMS, dispatch consoles, logging recorders, and dispatch workstation furniture) would be required. A large issue here is the seven different platforms and five different vendors in use as a CAD product for the participants. A consensus will be required on the common CAD/RMS platform. This option would also require a technological and operational change to the alarm receipt process. Two operations utilize municipally-owned cable fire and burglar alarm systems, while three use either leased lines or wireless alarm systems. These systems are not compatible and the receipt function would need to be relocated to the new center. Radio systems would remain as they are currently.
4.6.4
Space
In order to accommodate peak workloads and future growth, the center would need to be of sufficient size for seventeen (17) dispatch workstations in the dispatch center. Additional space to house the technology, offices, training space, and auxiliary space such as break rooms and lockers will be required. A seventeen position center would require approximately 12,689 square feet of dedicated space along with raised flooring, redundant routing for 911 and emergency telephone circuits, back-up power supplies, and HVAC systems. Before any facility would be identified or constructed, the exact space requirements will need to be determined. The space requirements may be reduced if the dispatch center is located in an existing building where this space could be shared with other building tenants.
4.6.5
Back-Up
Under this option, the RECC should enter into an IMA with Essex County to provide emergency back-up and answer roll over 911 calls for one another. For situations where the RECC is uninhabitable due to man-made or natural disasters and inoperable for a longer period of time, the State of Massachusetts has a mobile PSAP it can provide for such emergencies.
4.7
Strengths and Weaknesses of Alternatives
AECOM has investigated a number of alternatives to improve the provision of public safety communications services and public safety services in the Greater Lowell region. This section briefly discusses the ability of each alternative to meet the needs and requirements of the participating agencies and to address the issues and problems cited. No Consolidation Maintain Existing Situation This alternative has been the selected option for many communities. Each agency has operated independently and the system has evolved to meet the changing needs of the community. The startup cost of change can be significant, and communities with scarce financial resources do not want to take the risk of making financial errors.
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Strengths: Retain maximum agency control, since each agency is in charge of its own dispatch. This option causes the least disruption to current operations and allows the most focus on individual communities. Provisions for other dispatch duties would be unchanged. Back-up provisions remain stable. Weaknesses: The alternative provides no improvement to the current situation. There is significant duplication of equipment since each agency must purchase and maintain its own systems and equipment. There would be no improvement in interagency situational awareness or in interagency communications (interoperability). Also under this option, the various centers would continue to have difficulty handling large increases in call volume due to a major incident or disaster. Some of the study participants will have to hire additional staffs to provide EMD service. Partial Consolidations Option 2 - Chelmsford, Lowell, and Tewksbury Option 3 Dunstable, Groton, Pepperell and Tyngsborough Option 4 Chelmsford, Dracut, Lowell and Tyngsborough These alternatives consolidate the dispatch systems and operations of particular communities in three different combinations; the communities not included in each partial consolidation will remain as is. Strengths: The public safety agencies of the individual municipalities involved in the partial consolidation would enhance their interagency and interoperability knowledge within the dispatch center. Future purchases would be simplified and cost savings would be realized in the central processor and software areas as state funds are available for equipment purchases. Back-up provisions could be developed in a stable environment. Weaknesses: For the agencies involved, there will be personnel dislocations and possible reassignments. Provisions to cover the non-dispatch duties now performed by the centers dispatcher would be required. The communities not involved in the consolidation would not realize any benefits. Establish One Regional RECC for Chelmsford, Dracut, Dunstable, Lowell, Pepperell, Tewksbury and Tyngsborough Here the dispatch operations are combined into a single Regional Emergency Communications Center. All municipalities except Groton would participate. Strengths: This alternative provides the greatest improvement in situational awareness and in interagency communications and coordination. Since the systems would be shared, significant improvements could be realized in the exchange of information between agencies. This alternative provides for the elimination of duplication of personnel, equipment and systems. State funds are available for equipment purchases. Training and retention could be improved as well. Weaknesses: There could be the perception of the loss of agency control in that general policies and procedures would be developed to meet the needs of every community rather than an individual community as now exists. A new facility and new systems and equipment would be required. The location could be inconvenient for some communities. This option will require a new alarm receipt system. Other non-dispatch duties currently being performed by the dispatchers will be disrupted in the existing centers, possibly requiring additional personnel.
4.8
Governance Alternatives
In addition to determining which alternative will be implemented, the organizational structure and governance of the shared system must be decided, unless the communities choose to maintain the current system. Several different methods of governing a shared emergency communications center and communications system have been used in different localities throughout the Commonwealth of Massachusetts and the nation, with varying degrees of success. These may be categorized into three broad alternatives: One existing agency expands its services to include the other agencies dispatch services; Co-location of dispatch centers; or Consolidation into a separate, independent agency. The following is a brief discussion of each of the alternatives, including the comparative advantages and disadvantages of each.
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4.8.1
Use Existing PSAP
Under this alternative, one of the seven communities that currently provide dispatch services would expand and assume responsibility for providing dispatch services for the other communities. That community would be responsible for the hiring of personnel, establishing policies and procedures, and providing and operating the various systems used by the dispatch center. In some cases where this method is used, the services are included without any charge to the other communities; while in other cases, communities pay a fee to the host community.
4.8.2
Co-location
With a co-location of dispatch services, each of the participating communities would move their dispatchers into a shared location, but would retain full control of their personnel. The facilities and some systems would be shared, but operations and personnel would remain separate. Cost-sharing agreements with each of the participating communities would be required to cover the costs of the facility and the systems, but all operational costs would be paid through each communitys budget.
4.8.3
Separate Organization
An independent authority focused on the provision of public safety communications would be created through an IMA. Representatives of each participating community would serve on the authoritys governing body. The personnel providing dispatch services would be employees of the authority, not employees of the individual communities. This model has been used successfully in a number of consolidations.
4.8.4
Discussion of Governance Alternatives
No two public safety agencies are identical. This is true with the seven towns and the City of Lowell participating in this study. Among the communities participating in this study, there is a great deal of commonality in how the public safety dispatch services are provided. While there is some variation among the agencies, there is sufficient commonality so that a shared communications center is feasible; each of the alternatives identified above would provide improved situational awareness of what each public safety agency was doing, as well as improving interagency communications through the location of dispatch personnel at the same facility. While the model of consolidating dispatch services under one of the existing agencies would be the simplest to implement, concerns over the ability of the other agencies to influence policies and procedures generally limit the desirability of this organizational alternative. An unintended consequence with this model is an increase in interagency and intercommunity friction. Personnel from other communities would feel that they come second to personnel from the host community. Another distinct disadvantage is that the public could lose a significant amount of direct contact with the other communities except for the host community. Dispatch employees of the other communities would either transfer to the host community or to other positions in their current community. This could result in significant employee disruption in terms of pay and benefits. Employee seniority could be significantly changed as well. The second organizational alternative involves each of the existing dispatch operations being relocated into a new, shared facility. Each organization would retain responsibility and control of its own dispatch operations. Common facilities, such as break rooms, lockers, and other facilities would be shared. It could be feasible to share systems as well. Since each of the employees assigned to the dispatch center would remain an employee of their community, there would be no disruption of employee pay and benefits. There could be significant competition between communities for employees, especially given the differences in pay and benefits among the communities. There would be limited opportunity for more effective use of staff resources since each dispatch operation would be independently staffed. The most common model for a shared communications center is the independent agency model. Under this model, a single agency provides the dispatch services for all the participating communities. An advantage of working within a separate organization is that the perception of bias is minimized. The emergency communications function may become more visible and have increased access within local government. A disadvantage of working within a separate organization is that the emergency communications staff must work to build and maintain rapport with officials from many departments and agencies
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to avoid becoming isolated. Establishing strong networks is critical in this situation. Another significant disadvantage of the shared center is the perception that each agency would lose a degree of control over its dispatch operations. Dispatch employees then become employees of the independent agency. This would cause significant disruption to the employees of the existing dispatch centers. Typically, when consolidation occurs, the adopted pay and benefits are at least equal to the highest being paid by the participating communities. Two different approaches are taken to employee seniority. One approach is that employees carry over their seniority with them. The other approach is that every employee starts without any seniority at all. The independent agency alternative allows the most flexibility in the use of personnel, and requires the fewest number of personnel assigned to dispatch. With proper training, policies, and procedures, the negative effects of this model can be minimized.
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Opinion of Probable Cost
NMCOG has previously requested that AECOM evaluate several different consolidation approach options and provide opinions as to the probable cost of each. These options range from Option 1 No Consolidation to Option 5 a Full RECC Consolidation. Options 2, 3, and 4 consider various other partial consolidation scenarios. For Options 2 through 5 the manner in which probable costs are shared is of significant interest to participants. The participation ratio, which is the essence of the shared funding formula, can be based on several different factors. Typically a combination of population and call volume data are applied for each participating entity in a proportional manner. In options 2 through 5 participation ratio were assessed against the New Assessment. AECOM used four algorithms to determine the assessment ratio for each option. One of the four algorithms was used based on the most equitable cost-sharing scenario for each option. Thefourmethodsusedwere:911CallVolumeandPopulation,PopulationOnly,911CallVolumeOnlyandtotal911Call Volume and total Population. Funding formulas are flexible by nature. It is almost always possible to find a formula construction that will be perceived as fair and equitable by participants given adequate discussion and collaboration opportunities. In some cases an original funding formula will be modified and refined as time goes on and as better proration data becomes available after the new consolidated center is up and running for a reasonable amount of time. Cost projections were developed for both staffing and major categories of equipment, as they apply to the general design for the consolidation scenarios described in this study. The cost information used in developing these projections was obtained from historical AECOM cost files and from vendor pricing of comparable projects. The various costs are compared and weighted, in order to derive average cost. These estimates reflect AECOM pricing expectations. It is recommended that the prices be used for planning and budgetary purposes only. While AECOM cannot guarantee price levels, successful competitive bidding typically results in savings relative to the list price. The various cost elements that make up these estimates are described below.
Cost Elements Equipment

Telephone Equipment (CPE) Customer premise equipment is the telephone equipment that operates the Enhanced 911 system. It includes central processors and various message switches that interpret and produce the location and telephone number information that is received in multiple formats from the telephone service providers. This major category of equipment is provided by the Commonwealth. Computer Assisted Dispatch (CAD) Systems CAD software can be a relatively simple program to keep a record of incidents handled by a public safety agency, or it can be a complex set of programs and external connections to fully support everything that a public safety communication center does. The complexity of the CAD program is usually dictated by the size of the public safety agency and the number of dispatchers working to support it. Like many things in life, it's easy to be attracted to a complex, sophisticated CAD program, when often a simpler, less expensive version is all that is needed. Matching the agencys software to the capabilities needed is an important aspect of the project. Simple CAD programs are often called "calls for service" programs, because they combine the features of a live, on-line, in-use CAD program with the more off-line features of a records management system. In the early days, CAD systems consisted of mainframe or mini-computers located in a computer room, linked to so-called "dumb" terminals in the communication center showing text-based information. Today's systems use a client-server configuration, with data residing on a central computer, physically as small as a PC, linked to workstations that consist of midpowered PCs. The arrangement allows central storage and retrieval of data, and redundancy in case a workstation stops working. Today's terminals are 19-inch or larger color models, and the software makes use of color, graphics and symbols to convey information.
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CAD programs have essential elements or components that support the dispatcher's work: Incident information - Special Features E911 interface - Report Generation Location verification - External Links Information files - Mapping Incident display - Maintenance Unit display - Security Incident dispatch Time-stamping Within the eight (8) participating communities in this study, there are different CAD and RMS vendors providing incompatible systems. Therefore, under any consolidation effort, there will need to be a decision as to which CAD/RMS product will be used going forward into the RECC and how the required back-filling and conversion of historical data and local files will be accomplished. We have specified and estimated the cost for a software upgrade that will allow all the centers to operate on the same software platform and provide for necessary equipment changes in the center. The major expenses are in the area of operator position hardware which includes: LCD Screens (4) CPU (computer) Keyboard and Mouse Radio Console System This equipment provides the connection for the dispatchers to the various two-way radio systems. The radio consoles also allow access to alerting and siren systems. The major expenses are in operator position hardware, which includes: LCD Screens (1) CPU (computer) Keyboard and Mouse Audio unit (see description below) Speakers The audio unit acts as a gateway between analog dispatch equipment, telephone interconnect devices, host data gateway and conventional or trunked digital radio systems. Back-up desktop control stations are also contained in the budget. They are not hardwired into the consoles. The control stations are used as a backup to console positions in order to provide a basic dispatch function in the event of total console failure. Dispatch Console Furniture The furniture workstations are sized based on the number of monitors and CPUs that will be installed at the positions. A supervisory workstation is larger than others due to additional monitors. Heavy-duty cycle, dispatch chairs are also provided. Voice Loggers Two types of recording functions are needed. One allows the on-duty telecommunicator to quickly retrieve a telephone or radio message in order to capture or verify information from their position. This is known as the instant recall recorder. The other captures and provides a record of events as they happen. This function is known as a logging recorder. One new Digital Voice Logger (DVL) system is estimated and funding for this system would be provided by the Commonwealth. The instant playback feature is incorporated into the DVL system. Emergency Medical Dispatch Emergency Medical Dispatch provides a lifesaving service to communities. There are three components to the program, software, cards (backup for technical failure) and training as each dispatcher must be certified in EMD to provide the service. There are three widely accepted vendors for EMD software: Medical Priority, Powerphone, and DOT. The medical protocols used in each are similar.
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Contingency In an ECC project of this size and complexity, it is reasonable to assume that some unanticipated or unplanned expenditures will occur. Based on our experience, it is AECOMs opinion that a viable cost element for equipment and related services contingencies should be set at 10% of the projects total capital cost for equipment. Operational, Maintenance, and Replacement Estimates The communities require a forecast of the on-going cost for the center. The challenge here is to accurately forecast future maintenance expenses for a consolidated center and to determine how those expenses should be allocated to each of the participating communities. The model described herein should not be interpreted as limiting future activities of the communities to explore alternative funding opportunities or improved methods of financing system sustainability. We have applied the following assumptions in our analysis: Fees for operations and maintenance support and for future equipment replacement should be billed to the participant agencies monthly. This cost to each participating agency could be based on a ratio of population and call volume or another formula that the communities agree on. The O&M cost should be apportioned equally to all participating agencies based on their participation ratio. O&M services for the RECC systems infrastructure are to be performed by one centralized support organization directed by the RECC Director. The tables listed here are estimated forecasts, which will require modification as real-time system operation experience is gained in the coming years. At this time, however, we must rely on experience gained in previous environments and make many assumptions as to the cost factors. This section explains the assumptions that were used to create the tables. Maintenance For maintenance cost projections, we concentrated on the equipment category. For the equipment in the centers, we have looked at their predicted capital budget and used a 2.5% percentage of the total as a maintenance cost. Operations Operations expenditures differ widely from community to community. This difference is partly due to how communities list line items, and how they account for and budget the cost associated with providing E911 services. Additionally, Center Directors manage and create budgets based upon the size, individual needs, and operational differences across jurisdictions. The existing facilities are in differing physical conditions, causing operations costs to vary to some degree based partially on the age of the center. In these scenarios, we attempt to apply a factor to new facilities with no prior experience in the center. Based on nationwide data for similar facilities, operations will cost $4 per square foot for the facility. We applied this to the differing sizes of the facilities in each of the options. Training Initial and annual training for dispatchers and staff are essential for a professional RECC; just as police, fire and EMS personnel are trained and certified in their respective fields. A properly trained staff will also provide a legal defense for lawsuits and complaints. Annual training cost is projected at approximately $400 per employee. Administrative Employment The following describes how support services can be provided for the RECC under an independent organizational structure. Part of the Inter-Municipal Agreement development process should include a discussion and explanation of how all support services will be provided and funded. Typical options for a consolidated agency would include utilizing the support staff of one or more of the participating municipalities, hiring independent staff (not recommended here) or contracting with third party providers for support services. The most cost effective and most efficient way of providing for services such as: Technical Support, HR Support, Clerical/Fiscal Support, and Facility support would be to investigate the possibility of obtaining these limited services from one of the municipalities involved in the consolidation. These services could be provided on a shared and pro-rated cost basis, on a fee basis, or a municipality could be given a credit towards their proportion of center funding. Cost estimates for the above services are included in the consolidated center operating budget projections
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Personnel Personnel expenditures represent the largest budget line items. As discussed elsewhere in the report, the eight communities currently have seventy-one (71) full-time and twelve (17) part-time employees involved in dispatch activities. Four of these dispatchers are professional Firefighters who would be replaced by civilian employees. In 2012, the composite salary budget for staff in these 8 communities was $3,635,244. Each of the proposed options for consolidation requires a different number of staff. This is discussed further in other sections, but in general, the staffing recommendations for the full Regional Emergency Communications Center (RECC) (excluding Groton), supporting 7 communities, are for 13 dispatchers and 2 supervisors to be on duty at all times; added are the director position, training director, a technical support position and one administrative assistant position. All staff would be full-time employees. Therefore, the required personnel would be: Dispatcher 55 Supervisor 6 Director 1 Training Director 1 Technical Position 1 Administrative Assistant 1 AECOM surveyed and analyzed the salaries of the existing PSAPs. In most consolidation efforts there is a desire to retain current staff who wish to transition to the new consolidated center. To support that, salaries must be equalized across the various work group units and in a manner where employees do not lose significant pay or benefits. To arrive at cost projections for the staffing levels in the various options outlined in this section, we used the following approach: for the dispatcher position, we took the highest entry-level wages paid by the communities, and the highest top-out wages paid by the communities. We then used these to determine a mean salary, and assumed all dispatchers would be paid at this rate. For supervisors, we took 110% of the dispatcher rate. The training director and the technical position would be paid at the same pay rate as the supervisors. For the director rate, we estimated 115% of the supervisor salary rate. The Administrative position was calculated using 80% of the dispatcher salary. To account for fringe benefits and other expenses, we have added 40% to each salary computation. Capital Replacement The community should plan ahead for the eventual replacement of equipment in the RECC. We expect this to be on a ten-year timeframe for planning purposes. The cost for replacement is planned around an annual increase of 1.75% in equipment costs. Due to differences in equipment replacement cycles, the following schedule would be a typical scenario: PCs & Laptops 3 year cycle Servers & Routers 5 year cycle Software Upgrades 7 year cycle Radio console 7 year cycle Dispatch furniture 10 year cycle Participation Ratio In order to fairly divide the cost between the communities involved, a variety of participation ratio methods were evaluated to determine the method that was the most equitable for each option. The four methods evaluated were based on 911 call volume, and on population. 911 call volumes are the number of 911 calls generated by the community. The population figures are from the 2010 U.S. Census. Table 5-5 shows the participation ratios calculated for the full consolidation option; each of the partial scenarios will have its own participation ratio. The cost forecasts will require modification as real time system operation information is gained in the coming years. At this time, however, we must rely on experience gained from other environments and make many assumptions as to the cost factors.
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5.1
5.1.1
Option 1 No Consolidation Maintain Existing Situation

Staffing
The cost of staff expenditures are the same as shown above for the 2012 Fiscal Year at $3,635,224. This information is a total derived from data provided by all potential participating agencies associated with this needs assessment.
5.1.2
Maintenance and Operations
This expenditure category includes equipment repair and maintenance, office supplies, training and travel, telephone, and similar non-capital expenditures. We have used the same figure as budgeted: $315,631. Each agency currently uses its own 911 Equipment, CAD, RMS, consoles, workstations, DVRS, and other associated ECC equipment. This would continue as is with all future upgrade and replacement costs borne by each agency individually.
5.1.3
Current Expenditures
For the 2012 Fiscal Year, the seven entities have a combined budget total of $3,862,589 for the provision of dispatch services. The expenses are categorized as follows: Personnel Services Operating Expenses Total $3,635,224 $ 227,365 $3,862,589 94% 6% 100%
If the communities do not participate in a consolidation effort there will be multiple forecast expenses. The current salaries and benefits costs will continue to increase annually with inflation, calculated at a 2.5% increase per annum. The Dunstable figures are based solely on their current contribution to the Groton RECC. The estimate for Dracut contains both the Fire and Police Communication operations. The projected future expenditures for the next five years are displayed below in Table 5-1-1. The estimates in this table reflect only the current staffing and maintenance:
Table 5-1-1 Projected Future Expenditures Salary and O&M AGENCY Chelmsford Dracut Dunstable Lowell Pepperell Tewksbury Tyngsborogh $ $ $ $ $ $ 2014 508,800 226,900 68,300 384,300 574,300 481,200 $ $ $ $ $ $ 2015 521,500 232,600 70,000 393,900 588,700 493,200 $ $ $ $ $ $ 2016 534,500 238,400 71,800 403,700 603,400 505,500 $ $ $ $ $ $ 2017 547,900 244,400 73,600 413,800 618,500 518,100 $ $ $ $ $ $ 2018 561,600 250,500 75,400 424,100 634,000 531,100
$ 1,770,100
$ 1,814,400
$ 1,859,800
$ 1,906,300
$ 1,954,000
Capital Replacement Additionally, the current equipment will need to be replaced. Due to the differences in equipment life cycles, we have accounted for the replacement of the following systems and frequency: PCs & Laptops 3 year cycle Servers & Routers 5 year cycle Software Upgrades 7 year cycle Radio console 7 year cycle Dispatch furniture 10 year cycle
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These costs are calculated at a 2.5% increase per annum. The estimate for Dracut contains both the Fire and Police communication operations. The State has stated they will cease to fund capital equipment in the future for single municipalities. If this becomes a reality the $5,614,177 reflected in Table 5-1-2 will become the responsibility of the towns and city. The capital replacement cost estimates for the next five years are displayed below in Table 5-1-2:
Table 5-1-2 Projected Future Expenditures Capital Replacement AGENCY Chelmsford Dracut Dunstable Lowell Pepperell Tewksbury Tyngsborogh $ $ $ $ $ $ $ 2014 25,600 19,200 83,200 12,800 19,200 12,800 $ $ $ $ $ $ $ 2015 204,400 265,800 83,200 12,800 19,200 12,800 $ $ $ $ $ $ $ 2016 370,532 393,774 605,696 93,184 139,776 93,184 2017 $ 421,648 $ 485,587 $ $ 703,867 $ 215,980 $ 223,969 $ 95,980 2018 $ 80,000 $ 520,000 $ $ 120,000 $ 80,000 $ 120,000 $ 80,000
Total Costs for Separate Operations The total cost for salaries, Operations and Maintenance, and capital replacement purchases are outlined in Table 5-1-3 and represent the total likely fiscal exposure for each community and the region by maintaining the status quo. These figures reflect the 2.5% increase per annum inflation factor explained previously.
Table 5-1-3 Total Projected Future Expenditures Total AGENCY Chelmsford Dracut Dunstable Lowell Pepperell Tewksbury Tyngsborogh Region $ $ $ $ $ $ 2014 534,400 246,100 68,300 397,100 593,500 494,000 $ $ $ $ $ $ 2015 725,900 498,400 70,000 406,700 607,900 506,000 $ $ $ $ $ $ 2016 905,032 632,174 71,800 496,884 743,176 598,684 $ $ $ $ $ $ $ $ 2017 969,548 729,987 73,600 2,610,167 629,780 842,469 614,080 6,469,631 $ $ $ $ $ $ $ $ 2018 641,600 770,500 75,400 2,074,000 504,100 754,000 611,100 5,430,700
$ 1,853,300
$ 1,897,600
$ 2,465,496
$ 4,186,700
$ 4,712,500
$ 5,913,246
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5.2
Option 2 Chelmsford, Lowell, and Tewksbury Consolidation
This option consolidates the dispatch operations of the communities of Chelmsford, Lowell and Tewksbury into a single dispatch center/RECC. The other communities in NMCOG are not addressed by this scenario. None of the existing centers have sufficient space or equipment to accommodate the new consolidated center. Therefore, new space and equipment would be required. The required characteristics of this particular center are as shown below: Number of positions Required Space Acreage Number of employees Expected Salaries Capital Expenses Operations & Maintenance 10 10,722 square feet (construction covered by grant) 1.4 Minimum 49 $3,071,126 (covered by grant) $227,155
The participation ratios for this center would be based on the population and call volume of the communities and are shown in Table 5-2.
Table 5-2 Opinion of Probable Cost Participation Ratio Chelmsford, Lowell and Tewksbury Option 2 USER Agency Chelmsford Lowell Tewksbury TOTAL 911 Call Volume 6,149 30,399 6,245 42,793 Population 33,802 106,519 28,961 169,282 1/2 911 Calls 1/2 Population 17.17% 66.98% 15.85% 100% 911 Calls Only 14.37% 71.04% 14.59% 100% Population Only 19.97% 62.92% 17.11% 100% 911 Calls Population 18.84% 64.56% 16.60% 100%
5.2.1
Capital Equipment Expenses
Table 5-2-1 shows AECOMs opinion of the non-building capital expenditures necessary to fully equip the RECC for use by all three communities. This amount covers the equipment and furniture for nine (9) dispatcher positions, one supervisor position and other necessary equipment. This does not include the cost of the building itself. The Commonwealth has indicated they will cover the capital costs incurred in this effort; therefore, the costs are not included in later tables, except to calculate expected maintenance costs, thus they are provided here for informational purposes only.
Table 5-2-1 Opinion of Probable Cost Chelmsford, Lowell, and Tewksbury Capital Equipment Expenses Option 2 Equipment Cost Elements Cost Opinion CAD System $ 2,125,200 Radio Console $ 528,300 Dispatch Console Furniture $ 149,700 EMD Software, Cards & Training $ 80,000 Vendor Services $ 700,800 Spares $ 56,100 Contingency $ 280,300 Total $ 3,920,400
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5.2.2
Salary Expenses
In order to have 9 fully staffed dispatch positions and 1 fully staffed supervisor position, 39 dispatchers and 6 supervisors are required, as well as one Director, a Training Director, Technical position and one Administrative Assistant. Table 5-2-2 shows the probable annual salary cost for these employees, including fringes. Opinions on salary are based on the current salaries paid by the communities.
Table 5-2-2 Opinion of Probable Cost Chelmsford, Lowell, and Tewksbury Annual Salary Expenses Option 2 Staffing Cost Element Dispatch Staff Supervision & Training Technical Administration (Dir & Admin) TOTAL $ $ $ $ $ Cost Opinion 2,401,963 474,234 67,748 127,181 3,071,126
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5.2.3
Operations and Maintenance
Table 5-2-3 shows the breakdown in Operations and Maintenance expenses anticipated under Option 2.
Table 5-2-3 Opinion of Probable Cost Chelmsford, Lowell, and Tewksbury Annual Operations & Maintenance Expenses Option 2 Cost Element Facility Operations Education & Training General Supplies Equipment Maintenance TOTAL $ $ $ $ $ Cost Opinion 44,922 15,000 5,000 92,133 70,100 227,155
Administrative Employment 3% Salaries $
5.2.4
Total Annual Cost
Table 5-2-4 shows AECOMs opinion of what the total probable annual cost will be under this participation scheme. This cost includes salaries, operations and maintenance. The Commonwealth has proposed to cover the capital expenditures.
Table 5-2-4 Opinion of Probable Cost Chelmsford, Lowell, and Tewksbury Annual Expenses Participation Option 2 Total Annual Assessment Independent $ $ $ $ $ 227,155 3,071,126 3,298,281 890,920 2,407,361
Item Operating Expenses Annual Salary Expenses Pre Grant-Total State Grant New Annual RECC Budget
5.2.5
Total Annual Change per Community
Table 5-2-5 shows AECOMs opinion of what the probable annual changes will be for each community under the participation scheme of using total population and total call volume. This particular methodology distributed the saving more equitably between participants to ensure a cost saving for each municipality. This takes the estimated savings due to grant funding into account. This budget excludes any capital expenditures from existing plans and budgets.
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Table 5-2-5 Opinion of Probable Cost Chelmsford, Lowell, and Tewksbury Annual Change Option 2 User Agency Chelmsford Lowell Tewksbury TOTAL Participation Ratio 18.84% 64.56% 16.60% 100% 2012 Budget $ $ $ $ 484,302 1,684,808 546,680 2,715,790 New Assessment $ $ $ $ 453,502 1,554,219 399,640 2,407,361 Annual Change $ $ $ $ (30,800) (130,589) (147,040) (308,429)
5.3
Option 3 Dunstable (Groton), Pepperell and Tyngsborough Consolidation
This option consolidates the dispatch operations of Dunstable, Groton, Pepperell and Tyngsborough only into a single dispatch center/RECC. The other communities in NMCOG are not addressed by this scenario. None of the existing centers has sufficient space or equipment to accommodate the new consolidated center; therefore, new space and equipment would be required. The required characteristics of this particular center are as shown below: Number of positions Required Space Acreage Number of employees Expected Salaries Capital Expenses Operations & Maintenance 5 8,191 square feet (construction covered by grant) 0.7 Minimum 24 $ 1,506,770 (covered by grant) $ 120,066
Table 5-3 Opinion of Probable Cost Participation Ratio Dunstable (Groton), Pepperell and Tyngsborough Option 3 USER Agency Dunstable/Groton Pepperell Tyngsborough TOTAL 911 Call Volume 1,822 1,380 1,411 4,613 Population 13,825 11,497 11,292 36,614 1/2 911 Calls 1/2 Population 38.63% 30.66% 30.71% 100% 911 Calls Only 39.50% 29.92% 30.59% 100% Population Only 37.76% 31.40% 30.84% 100% 911 Calls Population 37.95% 31.23% 30.81% 100%
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5.3.1
Table 5-3-1 shows AECOMs opinion of the capital necessary to fully equip the RECC for use by all four communities. This amount covers the equipment and furniture for four (4) dispatcher positions, one supervisor position, and other necessary equipment. This does not include the cost of the building itself. The Commonwealth has indicated they will cover the capital incurred in this effort; therefore, the costs are not addressed in later tables, except to calculate expected maintenance, and given here for information only.
Table 5-3-1 Opinion of Probable Cost Dunstable (Groton), Pepperell, and Tyngsborough Capital Equipment Expenses Option 3 Equipment Cost Elements Cost Opinion CAD System $ 925,800 Radio Console $ 260,900 Dispatch Console Furniture $ 58,500 EMD Software, Cards & Training $ 50,000 Vendor Services $ 311,300 Spares $ 24,900 Contingency $ 124,500 Total $ 1,755,900
5.3.2
Salary Expenses
In order to have 4 fully staffed dispatch positions and 1 fully staffed supervisor position, 18 dispatchers and 3 supervisors are required, a Director, Training Director, and an Administrative Assistant. Table 5-3-2 shows the probable annual salary cost for these employees, including fringe. Opinions on salary are based on the current salaries paid by the communities.
Table 5-3-2 Opinion of Probable Cost Dunstable (Groton), Pepperell, and Tyngsborough Annual Salary Expenses Option 3 Staffing Cost Element Dispatch Staff Supervision & Training Director & Admin TOTAL $ $ $ $ Independent 1,108,598 270,991 127,181 1,506,770
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5.3.3
Table 5-3-3 shows the breakdown in Operations and Maintenance.
Table 5-3-3 Opinion of Probable Cost Dunstable (Groton), Pepperell, and Tyngsborough Annual Operations & Maintenance Expenses Option 3 Cost Element Facility Operations Education & Training General Supplies Equipment Maintenance TOTAL $ $ $ $ $ Cost Opinion 32,763 9,000 2,000 45,203 31,100 120,066
5.3.4
Total Annual Cost
Table 5-3-4 shows AECOMs opinion of what the probable annual cost will be under this participation scheme. This cost includes salaries, operations and maintenance. The Commonwealth has proposed to cover the capital expenditures.
Table 5-3-4 Opinion of Probable Cost Dunstable (Groton), Pepperell, and Tyngsborough Annual Expenses Participation Option 3 Total Annual Assessment Independent $ $ $ $ $ 120,066 1,506,770 1,626,836 325,299 1,301,537
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5.3.5
Table 5-3-5 shows AECOMs opinion of what the probable annual changes will be for each community under the participation scheme of using only population. This particular methodology distributed the saving more equitably between participants; however under this option only Tyngsborough realized a cost saving. This takes the estimated savings due to grant funding into account. This budget excludes any capital expenditures from existing plans and budgets.
Table 5-3-5 Opinion of Probable Cost Dunstable (Groton), Pepperell, and Tyngsborough Annual Change Option 3 User Agency Dunstable/Groton Pepperell Tyngsborough TOTAL Participation Ratio 37.76% 31.40% 30.84% 100% 2012 Budget $ $ $ $ 384,000 357,000 458,077 1,199,077 $ New Assessment $491,445 $408,690 $401,403 1,301,538 Annual Change $ $ $ $ 107,445 51,690 (56,674) 102,461
5.4
Option 4 Chelmsford, Dracut, Lowell, and Tewksbury Consolidation
This option consolidates the dispatch operations of Chelmsford, Dracut, Lowell and Tewksbury into a single dispatch center/RECC. The other communities in NMCOG are not addressed by this scenario. None of the existing centers have sufficient space or equipment to accommodate the new consolidated center. Therefore, new space and equipment would be required. The required characteristics of this particular center are as shown below: Number of positions Required Space Acreage Number of employees Expected Salaries Capital Expenses Operations & Maintenance 14 11,491 square feet (construction covered by grant) 1.7 Minimum 59 $3,687,006 (covered by grant) $266,076
Table 5-4 Opinion of Probable Cost Participation Ratio Chelmsford, Dracut, Lowell and Tewksbury Option 4 USER Agency Chelmsford Dracut Lowell Tewksbury TOTAL 911 CALL VOLUME 6,149 4,709 30,399 6,245 47,502 33,802 29,457 106,519 28,961 198,739 POPULATION 1/2 911 Calls 1/2 Population 14.98% 12.37% 58.80% 13.86% 100% 911 Calls Only 12.94% 9.91% 64.00% 13.15% 100% Population Only 17.01% 14.82% 53.60% 14.57% 100% 911 Calls Population 16.22% 13.88% 55.60% 14.30% 100%
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5.4.1
Table 5-4-1 shows AECOMs opinion of the capital necessary to fully equip the RECC for use by all three communities. This amount covers the equipment and furniture for twelve (12) dispatcher positions, one supervisor position, one training positions, and other necessary equipment. This does not include the cost of the building itself. The Commonwealth has indicated they will cover the capital incurred in this effort; therefore, the costs are not addressed in later tables, except to calculate expected maintenance, and are given here for information only.
Table 5-4-1 Opinion of Probable Cost Chelmsford, Dracut, Lowell, and Tewksbury Capital Equipment Expenses Option 4 Equipment Cost Elements Cost Opinion CAD System $ 2,409,900 Radio Console $ 668,400 Dispatch Console Furniture $ 162,000 EMD Software, Cards & Training $ 80,000 Vendor Services $ 810,100 Spares $ 64,800 Contingency $ 324,000 Total $ 4,519,200
5.4.2
Salary Expenses
In order to have 11 fully staffed dispatch positions and 1 fully staffed supervisor position, 49 dispatchers and 6 supervisors are required, as well as one director, a training director, technical position and one administrator, as detailed above. Table 5-4-2 shows the probable annual salary cost for these employees, including fringe. Opinions on salary are based on the current salaries paid by the communities.
Table 5-4-2 Opinion of Probable Cost Chelmsford, Dracut, Lowell, and Tewksbury Annual Salary Expenses Option 4 Staffing Cost Element Dispatch Staff Supervision & Training Director & Admin Technical TOTAL $ $ $ $ $ Cost Opinion 3,017,849 474,232 127,179 67,746 3,687,006
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5.4.3
Table 5-4-3 Opinion of Probable Cost Chelmsford, Dracut, Lowell, and Tewksbury Annual Operations & Maintenance Expenses Option 4 Cost Element Facility Operations Education & Training General Supplies Equipment Maintenance TOTAL $ $ $ $ $ Cost Opinion 45,966 23,000 5,500 110,610 81,000 266,076
5.4.4
Total Annual Cost
Table 5-4-4 shows AECOMs opinion of what the probable annual cost will be under this participation scheme. This cost includes salaries, operations and maintenance. The Commonwealth has proposed to cover the capital expenditures.
Table 5-4-4 Opinion of Probable Cost Chelmsford, Dracut, Lowell, and Tewksbury Annual Expenses Participation Option 4 Total Annual Assessment Independent $ $ $ $ $ 266,076 3,687,006 3,953,082 948,231 3,004,851
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5.4.5
Table 5-4-5 shows AECOMs opinion of what the probable annual changes will be for each community under the participation scheme of using total population and total call volume. This particular methodology distributed the saving more equitably between participants; however, neither Chelmsford nor Dracut realize a cost saving. This takes the estimated savings due to grant funding into account. This budget excludes any capital expenditures from existing plans and budgets.
Table 5-4-5 Opinion of Probable Cost Chelmsford, Dracut, Lowell, and Tewksbury Annual Change Option 4 User Agency Chelmsford Dracut Lowell Tewksbury TOTAL Participation Ratio 16.22% 13.88% 55.60% 14.30% 100% 2012 Budget $ $ $ $ $ 484,302 267,722 1,684,808 546,680 2,983,512 New Assessment $ $ $ $ $ 487,517 416,924 1,670,795 429,615 3,004,851 Annual Change $ $ $ $ $ 3,215 149,202 (14,013) (117,065) 21,339
5.5
Option 5 Establish One Regional RECC
Section 5.5 considers expenditures if all communities except for Groton consolidate into a single Regional Emergency Communications Center. None of the existing centers has sufficient space or equipment to accommodate the new consolidated center; therefore, new space and equipment would be required. The required characteristics of this particular center are as shown below: Number of positions Required Space Acreage Number of employees Expected Salaries Capital Expenses Operations & Maintenance 17 12,689 square feet (construction covered by grant) 1.9 Minimum 65 $ 4,056,547 (covered by grant) $ 294,750
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Table 5-5 Opinion of Probable Cost Full Regional Consolidation Communication Center Participation Ratio Option 5 USER Agency Chelmsford Dracut Dunstable Lowell Pepperell Tewksbury Tyngsborough TOTAL 911 CALL VOLUME 6,149 4,709 1,822 30,399 1,380 6,245 1,411 52,115 33,802 29,457 3,179 106,519 11,497 28,961 11,292 224,707 POPULATION 1/2 911 Calls 1/2 Population 13.42% 11.07% 2.46% 52.87% 3.88% 12.44% 3.87% 100% 911 Calls Only 11.80% 9.04% 3.50% 58.33% 2.65% 11.98% 2.71% 100% Population Only 15.04% 13.11% 1.41% 47.40% 5.12% 12.89% 5.03% 100% 911 Calls Population 14.43% 12.34% 1.81% 49.46% 4.65% 12.72% 4.59% 100%
5.5.1
Table 5-5-1 shows AECOMs opinion of the capital necessary to fully equip the RECC for use by all seven communities. This amount covers the equipment and furniture for fourteen (14) dispatcher positions, one supervisor positions, two training positions, and other necessary equipment. This does not include the cost of the building itself. The Commonwealth has indicated they will cover the capital incurred in this effort; therefore, the costs are not addressed in later tables, except to calculate expected maintenance, and given here for information only.
Table 5-5-1 Opinion of Probable Cost Full Regional Consolidated Communication Center Capital Equipment Expenses Option 5 Equipment Cost Elements Cost Opinion CAD System $ 2,625,000 Radio Console $ 791,100 Dispatch Console Furniture $ 196,500 Vendor Services $ 903,100 Spares $ 72,300 Contingency $ 361,300 Total $ 4,949,300
5.5.2
Salary Expenses
In order to have fourteen (13) fully staffed dispatch positions and one (1) fully staffed supervisor position, fifty-five (55) dispatchers and six (6) supervisors are required, as well as one Director, one Training Director, one Technical position and one Administrative Assistant. Table 5-5-2 shows the probable annual salary cost for these employees, including fringe. Opinions on salary are based on the current salaries paid by the communities.
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Table 5-5-2 Opinion of Probable Cost Full Regional Consolidated Communication Center Annual Salary Expenses Option 5 Staffing Cost Element Dispatch Staff Supervision & Training Director & Admin Technical Position TOTAL $ $ $ $ $ Cost Opinion 3,387,384 474,234 127,181 67,748 4,056,547
5.5.3
Table 5-5-3 Opinion of Probable Cost Full Regional Consolidated Communication Center Annual Operations & Maintenance Expenses Option 5 Cost Element Facility Operations Education & Training General Supplies Equipment Maintenance TOTAL $ $ $ $ $ Cost Opinion 50,754 26,000 6,000 121,696 90,300 294,750
5.5.4
Total Annual Cost
Table 5-5-4 shows AECOMs opinion of what the probable annual cost will be for each community under a full participation scheme. This cost includes salaries, operations and maintenance. It is anticipated that the Commonwealth will provide grant funding to cover the necessary capital expenditures for systems, equipment and facility. However, the Commonwealth does not provide the land for the facility.
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Table 5-5-4 Opinion of Probable Cost Full Regional Consolidated Communication Center Annual Expenses Participation Option 5 Total Annual Assessment Independent $ $ $ $ $ 294,750 4,056,547 4,351,297 1,106,579 3,244,718
5.5.5
Table 5-5-5 shows AECOMs opinion of what the probable annual changes will be for each community under a full participation scheme. The participation ratio of using total population and total call volume was used as this particular methodology distributed the saving more equitably between participants; however, Dracut did not realize a cost saving. However, it appears that Dracuts reported 911 budget has hidden cost in the Police and Fire budgets. For example, the annual 911 budget is $267,722 but they are paying seven full time dispatchers and four full time fire fighters to dispatch police and fire. The table below takes the estimated savings due to grant funding into account. This budget excludes any capital expenditures from existing plans and budgets.
Table 5-5-5 Opinion of Probable Cost Full Regional Consolidated Communication Center Annual Change Option 5 User Agency Chelmsford Dracut Dunstable Lowell Pepperell Tewksbury Tyngsborough TOTAL Participation Ratio 14.43% 12.34% 1.81% 49.46% 4.65% 12.72% 4.59% 100% $ $ $ $ $ $ $ $ 2012 Budget 484,302 267,722 64,000 1,684,808 357,000 546,680 458,077 3,862,589 New Assessment $ $ $ $ $ $ $ $ 468,278.28 400,470.47 58,618.30 1,604,859.08 150,935.38 412,660.63 148,895.87 3,244,718.00 Annual Change $ $ $ $ $ $ $ $ (16,023.72) 132,748.47 (5,381.70) (79,948.92) (206,064.62) (134,019.37) (309,181.13) (617,871.00)
5.6
Cost for 24/7 Coverage
The communities that move their dispatch operations to a consolidated Regional Emergency Communications Center may choose to either close their municipal facilities at night, explore other options mentioned below or to provide 24/7 coverage. Dunstable and Lowell are already addressing these issues. The regional lock-up may mitigate some or all of this additional personal cost in the future. There may also be other options to 24/7 personnel cost such as 911 ring-down lines to the RECC from the municipalities with video motoring if the communities feels that this would be sufficient for their particular situation. However, the follow chart, Table 5-6, displays the expected cost to provide one position per municipality with 24/7 coverage. These additional salaries are calculated at a 2.5% increase annually.
Table 5-6 Projected Future Expenditures 24/7 Staffing

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6.1
RECC Operations
Intermunicipal Agreement
The creation of a Regional Emergency Communications Center is a complex and challenging project. One of the first issues to address is participation. This will determine the staffing, size of the building, equipment and budget of the RECC. Once the communities have committed to consolidate, the entities should prepare the Intermunicipal Agreement (IMA) and present it for adoption. This IMA would create an independent agency focused on the provision of public safety communications services for the participants. An example of an IMA is in Task 2 Appendix 2A. The development of an agreement that will be viewed as fair and reasonable by all participants will take some time. It is not unusual for such a process to take 6 months or longer, have several iterations, and involve the input and feedback of various key stakeholders from the participating entities. Occasionally another IMA may be in place within the region or elsewhere in the Commonwealth that can be used as a general template. Typically, the IMA should be finalized and adopted before any significant funds are expended on the implementation plan.
6.2
Governance
A two-tiered governance structure should be established to provide oversight of the RECC, comprised of an Executive Committee and an Operations Committee. It will be important to establish both groups in a timely manner and in advance of the implementation plan being executed as both Committees will be involved in strategic and operational planning activities Early establishment of these Committees will drive a successful implementation.
6.2.1
Regional Emergency Communications Executive Committee
The Executive Committee for the dispatch authority should be comprised of members from the participating communities. The City/Town Manager or Board of Selectmen of each community would appoint one person as a member of the Executive Committee. It is recommended the appointments be made from senior elected or the chief administrator. The selection, however, would be the individual decision of each participating community. This Committee should be the general policy making authority for the dispatch operations. Its functions should include: Entering into contracts Acquiring, holding, or disposing of property Approval of authoritys annual budget and expenditures Hiring, employing and terminating dispatch management staff Adopting and revising bylaws for its operations as well as the operations of the user advisory committee The Executive Committee, subject to the advice and input of the Operations Committee should appoint a Regional Emergency Communications Center Director. Appendix 2B contains the RECC Directors job description, which is a suggested model for the position. The director should be selected and hired early so that he/she will be involved in the entire development of the new RECC.
6.2.2
Operations Committee
The second part of the governance structure is the Operations Committee. The Operations Committee should consist of senior representatives of the agencies served by the RECC. The function of the Operations Committee is to provide guidance and input to the Executive Committee and the Regional Emergency Communications Center Director on operational and other appropriate issues. It is envisioned that the Operations Committee would work with the Director to develop appropriate standards and procedures concerning RECC performance, personnel selection and training, and other technical and operational issues as directed by the Executive Committee.
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6.3
Equipment/Technology
With each of the four consolidation options addressed in Task 4, a new set of major systems (911 CPE, mapping, CAD, RMS, dispatch consoles, logging recorders, and dispatch workstation furniture) would be required. Detailed functional specifications, based on the specific needs of the option selected will need to be developed, requests for proposals issued, proposals received and reviewed, negotiations conducted with the successful respondents, and the system implemented in close coordination with the building schedule. In order to allow for necessary coordination, the procurement process for this specialized equipment should begin shortly after selection of the building contractor. This process should begin about the time the construction of the facility starts.
6.4
Staffing
Task 4 and 5 discusses in detail the number of employees required for the RECC depending on which of the municipalities commit to participate. Option 2 consists of Chelmsford, Lowell and Tewksbury and requires 49 employees. Option 3 consists of Dunstable, Groton, Pepperell and Tyngsborough and requires 24 employees. Option 4 consists of Chelmsford, Dracut, Lowell and Tewksbury and requires 59 employees. Option 5, with the exception of Groton, is full consolidation of Chelmsford, Dracut, Dunstable, Lowell, Pepperell, Tewksbury and Tyngsborough and requires 65 employees. If a sufficient number of existing dispatch employees apply, it may not be necessary to pursue outside candidates. We suggest seeking open applications (outside of the participating agencies current dispatch staff) only if a sufficient number of qualified people cannot be found in the pool of current employees. Existing and new employees will need training on the new equipment, policies and procedures, become familiar with the operations of each of the participating agencies and the geography served by the RECC. The employee selection process should be completed by a date that will allow sufficient time for training in advance of the cutover to the new RECC.
6.5
RECC Location
Site selection is based on several factors. We developed a set of criteria to objectively evaluate each of the sites. Five criteria were reviewed including Functional, Natural Conditions, Man Made Threats, Cost and Technology Factors. The following factors are recommended areas of consideration when selecting a site. Some are more important than others suggest: Not in the 100 year flood plain More than one mile from an interstate More than one mile from a railroad Not in airport glide path Not in impact radius of hazmat site Not prohibited by zoning Tower permitted site Served by 2 telephone company central offices Served by 2 power company substations Traffic pattern suitable for commuting employees Food services available nearby Low crime area The Site Evaluation Matrix below uses a scale of 0 to 10 to evaluate thirteen various criteria for site suitability. The higher scoring sites are the most suitable.
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Aesthetic Issues
Rail Exposure
Site Name
68 Jackson St. Lowell, MA Scale 0 to 10
City 10
Congest Not in Appx 1 More Not in Possible ed area Flood Mile than 1 Glide No Haz Mat Zoning in the Plain Away Mile Path Exposure Issues City 10 10 10 10 10 5 5 Not in Flood Plain 10 Not in Flood Plain 10 More than 1 Mile 10 More than 1 Mile 10 Not in Glide Path 5 Not in Glide Path 5
Appx 100yard s X 60 Yards - Good Good Small Access Access None N/A 0 10 10 10
10
Notes 110
22 Odle Canal Dr. Lowell, MA Scale 0 to 10
Private 0
1/2 Mile to RT 3
Lot and No Haz Mat Industrial Not likely Parking - Good Good Exposure Area Industrial Good Access Access None N/A 10 10 8 8 10 10 10 10 Lot Good No Haz Mat Industrial Not likely / Parking Good Good Exposure Area Industrial Limited Access Access None N/A 10 10 8 8 8 10 10 10 Not Likely 8 8 Good Good Access Access None N/A 10 10 10 10
10
Notes 111
70 Odle Canal Dr. Lowell, MA Scale 0 to 10 U MA Lowell West Campus Scale 0 to 10
Private 0
1/2 Mile to RT 3
10
Notes 109
Not in More More Not in State Flood than 1 than 1 Glide No Haz Mat Not Property Plain Mile Mile Path Exposure Likely 5 10 10 10 10 10 Not in Flood Plain More than 1 Mile More than 1 Mile Not in Glide Path
Good
10
Notes 121
751 Pawtucket Blvd. Lowell, MA Scale 0 to 10
Private 0
1251 Varnum Ave. Scale 0 to 10
Private 0
No Haz Mat Not Exposure Likely 8 10 10 10 10 8 Possible Not in More More Not in Zoning Flood than 1 than 1 Glide No Haz Mat Issues Plain Mile Mile Path Exposure Res 10 10 10 10 10 5
Not Likely 8 Possible Zoning Issues Res 5
Vacant Lot Good Poor - 1 Next to Good Access Bridge None Pub 10 10 4 10 5 Small Wood Next to Area homes & Res Poor Poor None Apts 0 4 4 10 0 Gov Housing behind Lot N/A 7 Drug Rehab on Property N/A 7
Notes 103
Notes 78
Tewksbury (Old) Police Station Scale 0 to 10 Tewksbury State Hospital Vacant Building - Chandler St. Scale 0 to 10 Tewksbury State Hospital / Library Open Lot Chandler St. Scale 0 to 10
Possible Possible Not in More More Not in Zoning Zoning Flood than 1 than 1 Glide No Haz Mat Issues - Issues Good Good Tewksbury Plain Mile Mile Path Exposure Res Res Small Lot Access Access 10 10 10 10 10 10 8 8 7 10 10 Lot Size Good Shared Good Good Parking Access Access 8 8 10 10
10 Shared Parking with Hospital 10 Lot between Hos and Lib 10
Notes 120
State Not in More More Not in Property Flood than 1 than 1 Glide No Haz Mat Not Hospital Plain Mile Mile Path Exposure Likely 5 10 10 10 10 10 State Not in More More Not in Property Flood than 1 than 1 Glide No Haz Mat Not Hospital Plain Mile Mile Path Exposure Likely 5 10 10 10 10 10
Not Likely 8
Notes 116
Not Likely 8 8
Good
Good Good Access Access None N/A 10 10 10 10
Notes 121
The two most suitable locations for the RECC are the University of Massachusetts Lowell West Campus and the open lot between Tewksbury State Hospital and the Library off Chandler Street. However, both lots are State property and may be and time consuming to procure which is reflected in the low rating under ownership in the table above. However, the University of Massachusetts Lowell West Campus may be more suitable to a tower site than the Tewksbury State Hospital location. Therefore, AECOM would recommend the University as the primary site for the new RECC, with the Hospital as a contingency if the University site is not available.
6.6
Facility
This project will require building design services, including technology systems integration design services for E911 communications infrastructure. The participating communities must also provide for the continuation of operations and systems services throughout the construction and testing phases of the project as well as planning and coordination with the E911 cutover. The project will require contractor RFIs, purchase specifications, review of construction submittals related to the building technology infrastructure and the interface of the emergency communications equipment with the installed building infrastructure. The projects systems will require preconstruction meetings, site visits during construction to review building technology infrastructure, and substantial completion inspections to verify the building technology infrastructure is complete
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Total & Notes
Power and Telco Issues
Flood Plain Exposure
Zoning and Permitting Issues
Ownership
Tower Permitting Issues
Employee Access
Security Concerns
Interstate Exposure
Aircraft Exposure
Hazmat Exposure
Lot Size
Other
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and ready to receive the Districts equipment. The project will also require systems validation testing and documentation for installed emergency communication and data cabling and termination devices. Typically, the construction of a new public safety communications center takes a minimum of eighteen months from the start of the design phase until the completion of construction. Installation and burn-in of the new equipment requires another forty-five to sixty days beyond the substantial completion of construction. As noted above, the design of public safety communications centers and emergency operations centers is a specialized field. It is important to the success of this that a design firm with the appropriate experience be selected. Task 4 and 5 discusses the size of the facility based on which municipalities commit to consolidation. Option 2 consists of Chelmsford, Lowell and Tewksbury requires approximately 10,722 square feet. Option 3 consists of Dunstable, Groton, Pepperell and Tyngsborough requires 8,191 square feet. Option 4 consists of Chelmsford, Dracut, Lowell and Tewksbury requires 11,491 square feet. Option 5, with the exception of Groton, is full consolidation of Chelmsford, Dracut, Dunstable, Lowell, Pepperell, Tewksbury and Tyngsborough requires 12,689 square feet. If a cut-over/go live date of June 2017 is the goal, the following facility completion milestone dates offer a proposed sequencing and timeline to meet that goal. The following tasks are part of the development of the new facility: Subproject start Complete Space Planning for RECC Complete Dispatch Center Design Begin Dispatch Center Construction Dispatch Center Substantial Completion Cutover to Consolidated Center
March 2015 June 2015 December 2015 May 2016 December 2016 June 2017
6.7
Back-Up
The RECC should enter into an IMA with Essex County to provide emergency back-up and answer roll over 911 calls for one another. For situations where the RECC is uninhabitable due to man-made or natural disasters and inoperable for a longer period of time, the State of Massachusetts has a mobile PSAP it can provide for such emergencies.
6.8
6.8.1
Policy and Procedures and Standard Operating Procedures

Personnel Policies
The dispatchers coming to the new organization will be from different existing dispatch centers, and will have trained and operated under diverse systems. As part of the policy and procedure development, employment standards and procedures will need to be established. The RECC Director, in collaboration with the Operations Committee, should develop personnel standards and procedures prior to beginning the staffing process.
6.8.2
Standard Operating Procedures
The operational rules governing the RECC should be laid out in a set of Standard Operating Procedures (SOP). The RECC Director and the Operations Committees should develop the SOP jointly. The SOP should not conflict with any local ordinance, Massachusetts Statutes, the Board by laws or any current labor agreement or one subsequently adopted. Appendix 6A is an example of RECC SOPs regarding call taking and police, fire and EMS communications procedures. AECOM recommends that the development of the comprehensive policy and procedure manual and a Standard Operating Procedure should be completed no later than January 2016 if a mid-2017 go-live date is anticipated. Policies and Procedures are a guideline for staff that needs to be reviewed and updated on a regular basis to ensure that they are sufficient and current.
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6.9
Training Requirements
The staff assigned in the RECC will require additional training above what they already possess. Existing and new employees will need training on the new policies and procedures, familiarization with the operations of each of the participating agencies and the geography served by the RECC. In addition, vendors will also provide training on their specific product such as CAD, 911 CPE, etc. So employees can be adequately trained, the policies and procedures and systems all need to be in place well ahead of any planned cut-over date to allow sufficient time for training to take place. It is reasonable to expect that a comprehensive training plan would take three to six months to implement. Some overtime may be required to support both training and current center operations. Training costs should be anticipated within the various operational budgets for the current centers. The State 911 regulations (560 CMR) also requires that new personnel must successfully complete the two day 911 equipment and basic training offered by the State 911 Department, forty hours of Department-approved basic telecommunicator training, and sixteen hours of Department-approved continuing education annually. Existing personnel must complete sixteen hours of Department-approved continuing education annually. Periodically, there is also relevant training available from the Commonwealth, and the Commonwealth provides training stipends for dispatchers to attend. For Emergency Medical Dispatching there are three broadly accepted commercial sources for the software: Medical Priority, Powerphone, and DOT. The medical protocols used in each are similar. Additional training will be required for dispatchers to become proficient at EMD. There is both an initial training requirement and a re-certification training requirement. AECOM recommends that the RECC dispatch staff begin training no later than March 2017 if a mid-2017 cutover is anticipated.
6.10
Union Issues, Pay and Benefits
The consolidated center will blend together what are today numerous separate work groups. The issue of who the employer will be for the new consolidated staff is key to making HR decisions and knowing how to best approach them. The creation of a new Agency or Authority may or may not mean that the new entity is the administrative employer for the staff. It could be the actual employer, or one of the municipalities could fill that role. The following general factors are important to consider when deciding on which HR approach is best for a particular consolidation effort: Who should the new Employer be? - Would it be more cost effective and less administratively burdensome to utilize one of the municipal partners as the administrative employer for staff thus handling the entire payroll and benefits related issues? The cost to perform these services can be determined and incorporated into the funding formula or otherwise addressed within the Intergovernmental Agreement. If this approach is not the most cost effective, or there is not a willingness or ability for one of the municipalities to take this on, alternatives such as using a third party payroll and benefits administrator can be researched and implemented. For a center that would be larger such as under the fullconsolidation option being considered here, the new organization could provide all of these services internally through the hiring of full or part-time staff. How should the positions in the consolidated center be filled? - In either, the case of a new blended employment group or a new employment group for everyone there will be new employees to that group. This process can be handled in different ways the most common being one of the following options; All current employees who wish to transition are automatically accepted and become employees of the new group. All new employees to the group must apply for employment and are screened against established criteria, however, all current employees are given preference for employment over new external applicants All employees must apply for the new positions and everyone is screened and evaluated on an equal basis regardless of current employment status, however, current employees would obviously bring with them the skills and experience that they have now and thus would offer that to the new employer. Is the intent to develop a work-group consolidation plan that has as a goal retaining as many of the current dispatch employees as possible? If so, the following general approach is typically followed: Pay Scale Disparities - Move all lower paid employees up to the higher pay scale as appropriate to the applicable position, step, etc. (Note: The AECOM consolidated center operational cost estimates make this assumption)
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Employee Benefit Packages - Provide all employees with the same benefit package that is currently being provided to the work group either with the more comprehensive package or to the work group, which falls under the municipality that would be the administrative employer if that employment model were selected. Seniority - Develop a seniority list merge process that allows employees to retain the seniority (time in service) that they have with their current employer. There may be a negotiation aspect to this process if one or more groups are currently represented by a union and contract, as is the case here. Paid Time Off Disparities This falls under total compensation, as it is an element of either compensation or benefits depending on your perspective. An equalization needs to occur so that all employees fall under one PTO guideline. The comments above under benefit packages also apply here. Union Contracts/Retirement Packages/Job Titles and Descriptions Once the issue of who the employer will be is decided these issues can be addressed. The personnel of the existing centers are members of several different collective bargaining units. There will need to be a process to select which Union will represent the new combined work group for the RECC or if the employees desire to be unrepresented. If the group continues to be represented by a Union, a new or modified collective bargaining agreement will need to be negotiated. This can be an involved process, and thus it should be started as soon as the decisions are made as to the employment model and representation.
Pay and benefit levels are always areas of concern for employees and items that affect the budget. AECOM has surveyed and analyzed the salaries within the existing PSAPs. For the dispatcher position, we took the highest entry-level wages paid by the communities, and the highest top-out wages paid by the communities and used these to determine a mean salary, and assumed this pay rate for all dispatchers. Supervisors were estimated at 110% of dispatchers and the training director and technicians pay rate is equivalent to the supervisors. For the Director rate, we estimated 115% of the supervisor salary rate. The Administrative position pay rate is 80% of the dispatcher salary. To account for fringe benefits and other expenses in the cost projections we have added 40% to each salary computation.
6.11
Budget/Funding
The State 911 Department has two grant programs that provide significant inducements to join a Regional Emergency Communications Center. The first is the Regional and Regional Secondary PSAP and Regional Emergency Communication Center Development Grant program, which supports the development and startup of regional and regional secondary PSAPs and regional emergency communication centers, including facility construction and the equipment needs. Second are the PSAP and Regional Emergency Communication Center Support and Incentive Grants to assist PSAPs and regional emergency centers in providing enhanced 911 services, also encouraging the development of regional PSAPs, regional secondary PSAPs and regional emergency communications centers. Included in the items eligible for reimbursement under this program are the following: 911 Telecommunicator Personnel Costs HVAC Equipment Computer Aided Dispatch systems Radio Consoles Console Furniture Fire Alarm Receiving and Alerting Equipment Public Safety Radio Systems Other Equipment and Related Maintenance This grant funding is included in the calculation for each of the options. Currently each PSAP receives funding that represents between eight and ten percent of their dispatch budget from the State 911 grants. Under the RECC incentive grants, it can be reasonably anticipated that the amount of funds provided will be greater as the amount of the grants is determined based on a formula that includes the population served and the previous years 911 call volume. Under this incentive grant the percentage will increase basedupononeofthefourformulas:regionalPSAPsserving2municipalitiesreceiveof1percent ofthetotalsurchargerevenuesofthepreviousfiscalyear,regionalPSAPsserving3-9municipalitiesreceive1percent, regionalPSAPsserving10ormoremunicipalitiesreceive1percent,andRECCsreceive2percent. In addition, the State 911 Department will now pay for the DirectorssalaryoneyearpriortoopeningtheRECC.However,thereisnosetamountor minimum amount that an RECC will receive from year to year. Therefore, whatever the grants do not cover will be the responsibility of the participating municipalities.
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For the 2012 Fiscal Year, the seven entities have a combined budget total of $3,862,589 for the provision of dispatch services. The expense categories are as follows: Personnel Services Operating Expenses Total $3,635,224 $ 227,365 $3,862,589 94% 6% 100%
In each of the four options below, participation ratio was applied against the New Assessment. Participation ratios are based on 911 call volume and the 2010 U.S. Census for each municipality. AECOM used four algorithms to determine the assessment ratio for each option. For each option, one of the four algorithms was selected based on it providing the most equitablecost-sharingscenarioforthatoption.Thefourmethodsusedwere:911CallVolumeandPopulation, Population Only, 911 Call Volume Only and total 911 Call Volume and total Population. For Options 2, 4 and 5 the best cost sharing method was to use total population and total 911 call volume. For Option 3 using total population only was a better cost sharing method. Option 1: Maintain the status quo (see Task 5). There would be no consolidation and each agency would be responsible for their personnel, equipment and operations costs. Option 2: Proposes the consolidation of Chelmsford, Lowell and Tewksbury. Using the total 911 Call Volume and total Population method did ensure a cost saving for each municipality. The table below shows the participation ratio and the projected annual cost per municipality as compared to their respective 2012 budgets. The Commonwealths projected grant funding of $890,920 is factored into the projection.
Option 2 User Agency Chelmsford Lowell Tewksbury TOTAL Participation Ratio 18.84% 64.56% 16.60% 100% 2012 Budget $ $ $ $ 484,302 1,684,808 546,680 2,715,790 New Assessment $ $ $ $ 453,502 1,554,219 399,640 2,407,361 Annual Change $ $ $ $ (30,800) (130,589) (147,040) (308,429)
Option 3: Proposes the consolidation of Dunstable, Groton, Pepperell and Tyngsborough. Using the Only Population method proved to be the most equitable; however, only Tyngsborough realized a cost saving. The table below shows the participation ratio and the projected annual cost per municipality as compared to their respective 2012 budgets. The Commonwealths projected grant funding of $325,299 are factor into the projection.
Option 3 User Agency Dunstable/Groton Pepperell Tyngsborough TOTAL Participation Ratio 37.76% 31.40% 30.84% 100% 2012 Budget $ $ $ $ 384,000 357,000 458,077 1,199,077 $ New Assessment $491,445 $408,690 $401,403 1,301,538 Annual Change $ $ $ $ 107,445 51,690 (56,674) 102,461
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Option 4: Proposes the consolidation of Chelmsford, Dracut, Lowell and Tewksbury. Using the total 911 Call Volume and total Population method proved to be the most equitable; however, neither Chelmsford nor Dracut realize a cost saving. The table below shows the participation ratio and the projected annual cost per municipality as compared to their respective 2012 budgets. The Commonwealths projected grant funding of $948,231 is factored into the projection.
Option 4 User Agency Chelmsford Dracut Lowell Tewksbury TOTAL Participation Ratio 16.22% 13.88% 55.60% 14.30% 100% 2012 Budget $ $ $ $ $ 484,302 267,722 1,684,808 546,680 2,983,512 New Assessment $ $ $ $ $ 487,517 416,924 1,670,795 429,615 3,004,851 Annual Change $ $ $ $ $ 3,215 149,202 (14,013) (117,065) 21,339
Option 5: Proposes to consolidation of Chelmsford, Dracut, Dunstable, Lowell, Pepperell, Tewksbury and Tyngsborough. Groton is not included in this option. Using the total 911 Call Volume and total Population method proved to be the most equitable; however, Dracut did not realize a cost saving. However, as mentioned in Task 5, Dracut may have some 911 costs in their Police and Fire budgets which were not included in the 2012 budget information that they provided for this report, therefore their actual costs under consolidation may be no higher than their current total costs. The table below shows the participation ratio and the projected annual cost per municipality as compared to their respective 2012 budgets. The Commonwealths projected grant funding of $1,106,579 is factored into the projection.
Option 5 User Agency Chelmsford Dracut Dunstable Lowell Pepperell Tewksbury Tyngsborough TOTAL Participation Ratio 14.43% 12.34% 1.81% 49.46% 4.65% 12.72% 4.59% 100% $ $ $ $ $ $ $ $ 2012 Budget 484,302 267,722 64,000 1,684,808 357,000 546,680 458,077 3,862,589 New Assessment $ $ $ $ $ $ $ $ 468,278 400,470 58,618 1,604,859 150,935 412,661 148,896 3,244,718 Annual Change $ $ $ $ $ $ $ $ (16,024) 132,748 (5,382) (79,949) (206,065) (134,019) (309,181) (617,871)
6.12
Transition to the RECC
The existing call taker and dispatch operations will be moved to a new facility. This new facility will house call taker and dispatch operations for the Northern Middlesex Regional Emergency Communications District. The participating communities must also provide for the continuation of operations and systems services throughout the construction and testing phases of the project as well as planning and coordination with the E911 cutover. The cutover to the new center will involve moving the entire PSAP and dispatch operation from the existing dispatch centers to the new facility. Because of the nature of 911, all dispatch and communications operations must remain in operation at all times throughout the process. The plan must have all equipment installed in the new center prior to cutover. The equipment must be fully functional and reliable at the time of cutover. A detailed written cutover plan will be required and it should anticipate risk factors. The project team must test and approve all systems prior to cutover day. The team will work with the municipalities and the vendors of the equipment supporting the 911, dispatch, and emergency operations for review and approval of their installation
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and testing plan for all equipment installed in the new center. Meetings will be required throughout the process so that each agency will know what to expect during the process. The important issue is the assurance that participating communities maintain effective communications centers leading up to the cutover and that no systems go down until the new RECC is brought on line.
6.13
Recommendation and Time Line
In both Option 2 and 5 there are significant cost savings; however, AECOM recommends Option 5, full consolidation with the exception of Groton. This option consolidates Chelmsford, Dracut, Dunstable, Lowell, Pepperell, Tewksbury and Tyngsborough. This consolidation provides the greatest improvement in situational awareness, interoperability and in interagency communications and coordination. Since the systems would be shared, significant improvements could be realized in the exchange of information between agencies. This alternative provides for the elimination of duplication of personnel, equipment and systems. State funds are available for equipment purchases and for facility construction. As mentioned earlier the communities that move their dispatch operations to a consolidated Regional Emergency Communications Center may choose either to close their municipal facilities at night or to provide 24hour/7 day per week coverage. Part of the justification for maintaining the current centers are the need to address monitoring local lock-up facilities. The expected cost to provide this 24/7 coverage can be very expensive and for that reason there is a request before the State 911 Board to assist with funding Regional Lock-Ups. Below is a proposed timeline for consolidation that is based on input and guidance from NMCOG staff and uses a cutover date of June 2017. This timeline is illustrative and can be modified if an earlier cutover date is selected: February 2015 February 2015 March 2015 March 2015 June 2015 June 2015 December 2015 January 2016 May 2016 May 2016 December 2016 March 2017 March 2017 June 2017 All municipalities adopt the Intermunicipal Agreement Procure property for RECC Establish Governance Committees Facility subproject starts Hire RECC Director Complete space planning for RECC Complete dispatch center design Development of policy and procedures manual and SOP Begin dispatch center construction Procurement process for specialized equipment Dispatch center substantial completion Complete hiring process Begin staff training Cutover to RECC
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Regional Lock-Up Facility
Each of the communities involved in the study operates a secure lock-up facility and has expressed an interest in establishing a regional lock-up facility. In 2010, NMCOG retained a consultant who performed a brief analysis focusing on the need for such a facility. This report lists the following reasons why the region should pursue a regional lockup as part of any regionalization efforts. Our analysis revealed a business case need for a regional/combined lock-up solution. While primarily focused on law enforcement responsibilities, each agency must also act as a corrections department when an arrest is made. The corrections aspect brings many risks and costs to the law enforcement agency including: 1. Loss of sworn and civilian FTE hours 2. Reduced availability of sworn personnel in the field 3. Reduced effectiveness of Emergency Communications Center operations 4. Increased risk and liability for the department 5. Increased potential for complaints against department personnel Business process and workload analysis identified areas that reduce the quality of law enforcement services. For example: 1. Sworn supervisors (e.g., Officer in Charge) are confined to police headquarters when a prisoner is in custody and must physically check on the prisoner every 30 minutes, versus completing law enforcement related activity 2. Emergency Communication Center (ECC) personnel are utilized to assist with the booking process, searching prisoners and watching prisoners from a CCTV system, versus focused on ECC activity 3. Sworn personnel must transport prisoners to the District Court for arraignment purposes on a continuous basis Since that time, NMCOG staff has entered into conversations with the Middlesex County Sherriffs Office regarding the next steps that will be needed to plan for implementing a regional lock-up facility. Deputy William Buckley spoke at the NMCOG meeting on May 16, 2012 in support of the RECC and a regional lock up facility. He noted that the Police Chiefs are supportive of the regional lock-up and the RECC and regional lock-up are interconnected. The Sheriff is now moving forward with planning for a 40 bed regional lock-up with a completion date about two and half years away. This regional lock-up is in addition to the $37 million expansion at the Middlesex House of Corrections, which will add 496 beds. The communities that move their dispatch operations to a consolidated Regional Emergency Communications Center may choose either to close their municipal lockup facilities at night or to provide 24hour/ 7 day per week coverage due to the relocation of personnel from the dispatch centers. The expected cost to provide this 24/ 7 coverage can be very expensive, so for this and other reasons there is a request before the State 911 Board to assist with funding Regional Lock-Ups to enable the communities to take advantage of benefits of using the Regional Lockup in conjunction with relocating the dispatch operations to a consolidated RECC.
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7.1
Hampshire Regional Police Lock-Up Case Study
Established In November 2002, the Hampshire Regional Lockup serves as a model for regional police lock-ups. It began as a pilot program to streamline duplicated government services. Using innovative operations, its results have been successful. The funding for this program is provided by assessing a fee on each city and town based upon their population (not usage) along with funding from the Sheriffs Office. However, as mentioned above there is a request before the State 911 Board to assist with funding Regional Lock-Ups. Below are some of the benefits sited by the program. Benefits: Eliminates additional personnel cost for local police to watch over holding cells Eliminates the need for local police to transport to and from court Returns police officer to patrol as soon as possible (frees them from watching the arrestee) Eliminates duplicated liability issues between communities Drastically reduces cost by decreasing the duplications of payment on identical services Utilizes the Sheriffs Department support services for food, medical and clothing Ensures that communities that have populations less than 5,000 have access to fully functional lockups Established centralized bailing process for the Court system Eliminates future building of additional holding cells by local cities and towns due to increased number of arrests Funding the Regional Lock up is an excellent method of providing local aid to all municipalities in a cost-saving manner
7.2
Regional Lock-Up
It is expected that cost saving would be realized by the municipalities participating in a regional lock-up facility. There are hidden and embedded costs for each town or city to operate a lock-up such as; the arresting officer and supervisors time, as well as, transport and maintenance time for feeding and medical clearance. While not part of the RECC consolidation process, the creation of a regional lock-up facility with consolidated transportation and other services will enhance the law enforcement operations of the region, as well as, ease the RECC consolidation process.
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Appendix 6A Call Taking Procedures
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Introduction
Call taking can be considered the most important aspect of the response process. The information obtained during the initial call for assistance sets the tone of the response. Each call classification has a response protocol assigned to it. Police Officers, Firefighters, EMS and other emergency field personnel will react to their dispatch based on the protocol. Misclassified calls may result in either inadequate or excessive response. Either circumstance can place them in a libelous situation. It is our goal to provide the highest level of satisfaction for every caller and field personnel we serve. Each call must be processed expediently, efficiently and professionally. The training division has prepared this manual to help you reach that goal. The material in the manual pertains to the Northern Middlesex Region RECC. This manual shall henceforth serve as the Northern Middlesex Region RECC Emergency Communications Standard Operating Procedure for the call taking function. It will also be used as the text for training purposes. The following supplemental information will be taught along with the manual: Routine and general information needed to compile a complete dispatch entry. Classroom role-play and practical exercises including CAD entry. Signals and codes exams. Audio and visual aids (Tapes and videos). The National Academies of Emergency Dispatch Telecommunicators course. This manual should be used throughout your employment with Northern Middlesex Region RECC. It will prove to be a valuable tool and reference guide. The manual will be updated to reflect new procedures as warranted. Remember that as a call taker you are the True First Responder, and your actions do Make a Difference. The callers and the responders are counting on you! Refer to this manual to ensure compliance with Standard Operating Procedures for answering and processing calls for service. Failure to comply may result in disciplinary or remedial training may be required as a form of disciplinary action.
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Chapter One Telephone Techniques

Caller Types As a call taker you will encounter various types of callers. People tend to react to their situations differently. They may display one or more of many emotions: fright, anger, depression, or amusement. A callers actions may be affected by the influence of alcohol or drugs. They may be demanding, threatening, nosey, confused or obscene. Some callers may experience a range of emotions, going from frightened to angry or angry to sad. Each time you answer a call you should be prepared to handle whatever state of mind your caller is in. It is our goal to handle all calls professionally and courteously while obtaining all pertinent information in order to provide them with the standard of service mandated by our policy. Controlling the Emotional Caller Callers that are emotional or excited are usually not thinking or acting rationally. They may not be as cooperative as you need them to be. In some cases, you may not be able to get them to answer questions or comprehend your instructions. You must take control of the call. You should try to lead the conversation in order to obtain the information you will need in order to process their call for service. Speak in a clear and confident voice. Ask direct questions and give clear instructions. Avoid becoming argumentative with the caller, as this will only make matters worse for both of you. One method of gaining an excited callers attention is to lower your voice causing them to lower their voice in order to hear you. Another technique known as repetitive persistence can also be used. The call taker will repeat a phrase, question or instruction to the caller until the caller responds. Repetitive persistence is more effective when you follow the phrase, question or instruction with a reason and use a firm, even tone. Remember not to shout and remain professional and courteous. Some excited callers may be demanding and make reference to their social status, rank, association with local or higher authoritative figures, or their authority as a taxpayer. Their motive is to demand a specific action. Refrain from making unprofessional comments. Follow the appropriate protocol as you would for all callers. If you have any doubts or questions as to how to handle the call, consult your supervisor. Responding To the Elderly Caller Many elderly callers have hearing impairments or are easily confused. Some health related issues also make it difficult for the elderly to effectively communicate. You may have to adjust the volume of your voice or rate of speech so they can hear you and pay closer attention in order to hear them. Pay close attention to your enunciation and keep your questions and instructions simple, short and to the point. Do not combine instructions with questions and be as patient as possible with the caller. If you are having extreme difficulty obtaining the information you need, ask if there is someone else that you could speak with. Be alert for signs of medical distress. If appropriate, reassure the caller that they made the right choice in dialing RECC and help will be on the way. Responding To the Child Caller Children who call asking for help should be taken seriously. They may be faced with an extremely serious or life threatening situation, yet sound very calm. This is not unusual. Some children have not been exposed to hysterics and have not developed that reaction to such problems. Other children do not realize the gravity of a situation and are not panicked. Children are able to answer questions and follow instructions extremely well. Ask questions and give instructions one at a time. Children sometimes have the tendency to sensationalize events, so stick to specific questions and instructions. Clarify any responses that may be suspicious. If you have any reason to believe a child is in danger or playing on the phone and you are unable to speak with a responsible adult, send a responder to check the welfare of the child. Responding To Anonymous Callers Many people wish to report crimes or suspicious activity but do not want to get involved further than their initial phone call. While investigators have a need to re-contact callers, in many cases, callers may refuse to cooperate. Obtain as much information as possible. The more information you can obtain from the anonymous caller, the better the chance of the officer will have the information to make an arrest that will stand up to court review. Make a note in the text of the call entry that the caller wishes to remain anonymous. Do your best to get the callers information, and if they continue to refuse, simply write/type refuse in that space.
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Responding To Non-English Speaking Callers Many communities are experiencing an increase of immigrants and even second generation Americans who do not speak English. Many times, children of non-English speaking families can speak English because they are involved in the school system. You may have to address your questions and instructions to them. Some cultures do not allow a family member to take any actions without permission from the head of the family. If this is the case, ask the caller who makes the decisions for the family and have the caller get permission from that person or ask to speak directly to that person. When you receive a call from a non-English speaking caller, attempt to determine if there is someone with the caller that can speak English and ask to speak to that person. Monitor the call for obvious signs of a problem (screaming, violence, someone needing medical attention, etc.) If you have reason to believe someone is in imminent danger or needs immediate medical attention, enter the call for dispatch and then seek an interpreter. Make a notation describing what you hear and note in the text that you are attempting to get an interpreter. It is unacceptable to just enter the call as trouble unknown or guess what is happening. If you are unable to communicate sufficiently with the caller, you must use a translator. If there is no English speaking person available, attempt to explain to the caller that you will have to place him or her on hold in order to reach an interpreter. If you are able to identify the language the caller is using, do so. The Language Line Service provides interpreters for most languages, 24 hours day, 7 days a week. Each console has directions posted for connecting with the service and is listed in CAD. The call can be connected from either a RECC or non-emergency administrative line. Your call will be handled in a two-step process. The answer point answers in English, asks for your agency identification information (for billing purposes), and what language you need interpreted. They will then conference on an interpreter who will help you communicate with the caller. If you cannot identify the language just advise them of that and they will help you identify it. It may be helpful if you know the location of the caller in relation to the cultural demographics of that area or the name may provide a hint. When the interpreter joins the conversation, brief him or her on the nature of the call, provide any special instructions and let them know what you are trying to accomplish. Take the lead in the conversation, asking the required questions and relaying any pertinent instructions. The interpreter is trained to follow your directions. The answering point will no longer be a party to the call. Process the call as you would any other call. Remain professional and courteous. In order to make the interpretation successful follow a few hints. Avoid slang, technical terms and acronyms. They do not interpret well across language and cultural lines. Group your thoughts or questions to help the conversation flow naturally and quickly. For example, ask for the address and phone number as one question. Expect interpreted comments to run longer than English phrases. Interpreters convey meaning-for-meaning, not word-for-word. Concepts familiar to us often require explanations or elaboration in other languages or cultures. Confirm or clarify details as you would in any conversation. If your language line connection is unsuccessful, enter the call as trouble unknown, hang up and call back. If the answering point advises an interpreter is unavailable for a particular language, explain the urgency. They will give your call priority access to the next available interpreter. If you experience problems with the sound quality and the answering point is still on the line ask them to redial the interpreter. If the answering point has left the line and the line quality problem interferes with communication, call back, explain the problem and ask the answer point to stay on the line to check for sound quality.
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Responding To Silent Calls Do not assume silent calls are pranks. Listen for background noises and try to get a response more than once. Several possibilities arise when you receive a call from someone who does not respond. A caller may be in a tactical situation in which they do not want to give away to a perpetrator their location or the fact they have called for help. You may be able to get this caller to answer yes or no questions, or to answer questions by tapping the phone. A second case of a silent caller may be a speech or hearing impaired person using a TTY or TDD machine to communicate. Listen closely for TTY tones on the line. The tones may be an electronic beeping or a recorded message identifying the call as TTY/TDD. Sometimes the tones may not be present therefore all silent calls must be checked for possible TTY/TDD detection. Select the TTY tab on the phone system, it automatically sends a message to the caller identifying the agency and requesting the caller to respond. The routine questions are preset in the phone system; you simply select the ones you need. If you have to obtain further information or give further instructions you will type those messages using the format and terminology taught during TDD certification. The following tips and guidelines will help you: 1. Wait for the callers message and GA. Always make sure GA is at the end of your message, so they will know they can continue. When you are ready to hang up type GASK, SKSK or GA to SK to let them know you are ready to hang up. Process the call as you would a call from a hearing and speaking person. Remember to keep sentence structure, grammar and vocabulary simple. Focus on the problem rather than grammatical perfection. Always confirm the address and phone number. Take and review notes during the call. Do not delay an emergency dispatch to obtain further information, enter the information needed to initiate a response and try to obtain additional information from the caller. Once you determine the action you will take, advise the caller. Ask clarifying questions if the callers message is garbled or confusing. This is common for TTY transmissions. If you experience consistent garbled messages, or no responses, check your equipment and ask caller to check theirs. Make them aware that you are having technical difficulty. If you are unable to correct the problem, process the call as a RECC and send help. You may also use the Massachusetts relay service. Advise the dispatcher that the caller is using a TTY/TDD and provide any information that may be helpful for the responders.
2.
3.
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The relay service allows TTY users to converse on the phone with other callers by using the relay service as a go between. We should make every effort to handle TTY/TDD calls ourselves to reduce response time and eliminate errors. We can accept calls from a Telecommunication Relay Service. If they are calling from RECC we will receive ALI information for the relay service. It is important to verify the location where service is needed. It is not appropriate to process calls concerning rape, domestic violence, drugs, child abuse/molestation, and other sensitive topics using a relay service. If the incident is an emergency, obtain the necessary information for dispatch and ask the TTY/TDD caller to call you directly. If it is a nonemergency, ask the TTY/TDD caller to dial the non-emergency number directly. Other forms of TTY communication you might encounter are Voice Carry Over (VCO) or Hearing Carry Over (HCO). VCO is a method where a caller has a hearing loss but is capable of speaking. Instead of typing both sides of the conversation, this caller prefers to use their voice when responding to you, but must use the TTY to understand your questions and instructions. You would be able to hear them, but you would have to type your messages. HCO is a method where a caller can hear but not speak. Instead of typing both sides of a conversation, this caller prefers to listen to your voice and type their response back to you. In this situation, you would be able to speak your messages, but you would have to read their responses from the TTY/TDD script. Transferring a TTY/TDD call is handled as any other transfer, you just need to make sure the other party has a TTY/TDD line and you are transferring to that line. Follow the protocol as you would with a regular non-emergency or emergency transfer. If they do not have TTY/TDD capabilities you will have to relay the message or conference them with a relay service. Remember all silent calls must be checked for possible TTY/TDD detection. If there is no indication of TTY/TDD and the line remains open, the call should be entered as a 911. (Procedures for handling a 911 are outlined under that call class in chapter 3.) Responding To Callers Under the Influence Occasionally you may receive a call from someone that responds or sounds as if they are under the influence of an intoxicant or other controlled substances. These individuals may have slurred or sluggish speech or even be belligerent. First, determine that there is not a medical reason for their behavior. Then attempt to determine what they are under the influence of and if they are in present danger. Avoid being argumentative. If they are uncooperative or discourteous enter the call using the most appropriate signal and advise the dispatcher that you suspect they are under the influence. If they become uncontrollable or obscene refer them to your supervisor.
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Processing the Calls Answering Non-Emergency Calls All non-emergency, ten digit or administrative lines should be answered as quickly as possible after 911 calls have been answered. Never assume someone else will answer if you do not. It is everyones responsibility in the center to answer incoming phone calls. Dispatchers are not excused from this task by relying on call takers to answer all calls. If a phone is ringing answer it! Identify the agency when you answer an incoming line. The appropriate greeting for all non-emergency, ten digit and administrative lines references both Police and Fire Services. Avoid using greetings such as Radio, Northern Middlesex Region Police, Northern Middlesex Region Fire, Communications, etc. The caller needs to know they have reached the correct number for Police or Fire related services for Northern Middlesex Region. Northern Middlesex Region Police and Fire is the appropriate greeting to be used when answering administrative lines. Answering 911 Calls Every attempt should be made to answer 911 calls within the first three rings. Callers experiencing emergencies become alarmed if the phone rings any longer. Therefore, 911 lines take priority over administrative lines and non-emergency calls. 911 lines should be answered first. If you are on a non-emergency call and a 911 line is not being answered you should put your non-emergency caller on hold and answer the 911 line. All RECC employees are responsible for ensuring the 911 lines are answered. In the event a 911 line is missed and falls in the abandoned mode, you must call the number and determine if emergency services are needed. All Emergency Communications Center employees are responsible for monitoring the abandoned call display and making call backs. Supervisors are responsible for ensuring 911 calls in the abandoned mode are responded to. Due to technical problems 911 calls may be misrouted and you may receive a call from outside of our jurisdiction. If the service area is not inside one of our service areas you may have to redirect the call. There are several methods for routing 911 calls. One option is Call transferring- you determine the correct jurisdiction and advise the caller that you are going to transfer them. You may use the one-button method where you select the button for the agency you wish to transfer the caller to. You may also select the transfer button and enter the 10-digit number that you wish to reach. You will remain on the line until the other party answers. Identify yourself and the agency and brief them on the situation, if possible. Do not hang up until you know the transfer was successful. If you receive a recording from the other party you may want to consider call relay or remain on the line until the other party connects. Only calls requiring emergency police, fire or medical assistance should be transferred. Other call should be routed via another method. Call relay occurs when you obtain the pertinent information from the caller (location, type of incident, injury/medical details, name, and callback number) and call the agency yourself and relay the information as it was relayed to you. Another method is Call referral. Use this method when the caller needs a service that we cannot provide but we have phone numbers or reference information that we can give out to the public. (For example, they may need DEFACS, Sheriff Department, etc.) Call Taking Limits It is important all calls for assistance are answered promptly and processed accurately. Unless there are extenuating circumstances, non-medical fire calls and Priority 1 and Priority 2 police calls will be entered within 60 seconds of the time the call is received. Recognizing the National Fire Protection Association standards, all medical Echo calls should be entered within 60 seconds of answering the call. All medical Non-Echo calls should be entered within 90 seconds of answering the call. In order to meet the above time limit standards, in some cases you may have to determine the correct location and enter the appropriate call class, based upon early information gathered by interviewing the caller. Some Priority 1 or In-progress calls may require you to enter the location and call class for immediate dispatch, and then provide additional information in the comments section as it is provided from the caller. If more details are needed you may need to update the text of the call as additional information is made available. If possible, alert the dispatcher you have more information coming and advise them when you have entered the call has been updated. EMD case entry and protocol is addressed in the EMD policy.
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Demeanor
Handling a Call You are responsible for your behavior, how you treat callers, and what you say to them. Callers cannot make you lose control. You are in this profession to provide a service to people who are in need or at least think they are. When people are emotional they do not communicate as well as they would under normal conditions. You are the trained communicator and you must rise above any emotion in the call and remain professional. When you answer the phone, be prepared for whatever they present. Sometimes the caller may blurt out location or descriptive information and hang up or leave the line before you can speak. That is why it is important to focus your attention on the caller when you answer the phone. Pay close attention to what they are saying, their behavior and any background noises you may hear. The caller should feel confident that they are receiving professional service. Providing exceptional customer service is a sure way to avoid complaints. The following tips will help you maintain the professional demeanor expected of you by this. Stay calm and take control. Your ability to stay focused and calm and elicit the information you need will have a calming influence on the caller. If the caller is very emotional or rambling, you will have to control the conversation by kindly interrupting and asking direct questions. Remain professional and treat the caller with respect. Be polite and professional at all times. Profanity, sarcasm, rude responses, disinterest and unprofessional behavior will not be tolerated for any reason. The caller may be uncomfortable or embarrassed about calling as it is. You should allow them to retain as much human dignity as possible in their given situation. Speak clearly and positively. Keep in mind the importance of your telephone voice. Avoid speaking with items in your mouth. Make sure you are loud enough for the caller to hear you and your rate of speech is appropriate for them to understand you. Watch your tone of voice and avoid slang or public safety jargon. Speak positively while giving instructions. For example, say Stay on the line instead of Do not hang up. All calls for service must be processed. It is our goal to answer all calls from our citizens and provide them with an adequate level of response. Therefore, we will make every effort to leave each caller satisfied. If a Police, Fire or Medical command personnel advise you to cancel or disregard a call, you must enter that persons identification and their reason in the text of the call entry. Additionally, you must contact the caller and advise them that there will be no response. If you are not able to make voice contact with the original caller, advise the command personnel of that and the call should be dispatched. If they advise otherwise, make a notation in the CAD and advise your Communications shift supervisor of the situation. An answering machine is not considered voice contact. If you make contact, note that in the CAD as well. If the caller is not satisfied refer them to the Communications shift supervisor. At no time should any Emergency Center Communications employee make the decision to cancel or refuse a response, unless policy permits or the original complainant requests the cancellation. Handling Cellular Calls You should follow the same procedures as those in handling routine callers, specifically in obtaining what type of activity is occurring, the exact location and cross street, complainants name, and a call back number for the complainant if further information is needed, and finally any descriptive information necessary. For any Open Line Calls follow the same procedures as you would when handling open line 911 calls. Attempt to make contact with the caller to determine if they need assistance. Be attentive to background dialogue and other factors indicating the nature of the call. Note the telephone number on the ALI screen, specifically the Alternate Number Displayed, and record it as a call back, along with the cellular providers name. If the caller terminates the call, you should attempt to call the number back to determine if assistance is needed. If there is no conversation or background dialogue, attempt to call the Alternate Number Displayed, or any other number that is shown on the ALI screen, and check for a TDD. If the ALI screen indicates Duplicate Call in yellow, you must confirm that they called before, and have been helped. If there is no conversation, call the number back and attempt to make contact with the caller. If the ALI indicates Abandoned Call, process the call as if it were a 911 hang-up by calling the number back and ascertaining if assistance is needed. If the ALI displays an ANI or ALI failure the call should be handled and processed by obtaining all routine information (call type, location, complainant and descriptive information). Upon completion of the call, advise the Communications Supervisor of the
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ALI/ ANI failure. The Communications Supervisor shall note the position the call was received and notify the 911 Service Center of the failure including the time it occurred, the position and whether there was any conversation on the line. If there is no conversation when you receive the failure attempt to call the Alternate Number Displayed on the ALI screen or any other number displayed in an attempt to reach the caller. If contact is made process the call accordingly and follow the same procedures of notifying the Communications Supervisor. The Communications Supervisor will follow the same procedures for notifying 911 Service Center.
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Chapter Two Gathering Information

Obtaining Descriptive Information A very important part of the information processing stage is obtaining descriptions of persons, locations and vehicles. This section is very detailed in order to illustrate the different components that make up descriptions and the order it should be typed in the text field. Obtain as much information as possible when taking in progress calls or high priority calls. When setting up routine calls or lookouts, it may not be necessary to be as detailed and lengthy. Persons descriptions You must attempt to obtain the description of a suspect or perpetrator that is on the scene, known to be en route or leaving the scene. A complete description will assist the field units on the lookout for suspects/perpetrators and in locating the complainant when responding to a call. There are three (3) elements of a suspect/perpetrator description: 1. Direction of travel: LS EB on Dutton Street 2. Mode of travel: vehicle, on foot, motorcycle 3. Suspect /perpetrator description: Descriptions are written in a specific order as shown below. A well-written and complete description not only aids the officer responding to a call (with reference and identification) but also greatly aids the dispatcher in effectively dispatching the call in a timely manner with smooth clarity. You must ask for the description, the caller will not know when one is necessary. Descriptors: (In order it should be written) There are two (2) basic rules to follow: 1. Top (head) to bottom (feet) 2. Outside to inside (clothing) Name, Sex, Race, Age/Date of Birth, Height, Weight, Hair, Eye color, Facial Hair, Glasses, Coat/Jacket, Shirt (or dress), Pants, Shoes, Any other significant descriptors (i.e. Gold teeth, Scar, Tattoo, etc.) Examples WM, 20 yoa, 510/16o, shldr length brwn hair, mustache, blk hooded sweatshirt, faded blu jeans and wht tennis shoes. * Be careful when using uncommon abbreviations. Name: First name then last name. This is the best information to obtain because a responding officer may recognize the subject. Sex/race: Sex M/Male F/Female Race B/Black W/White A/Asian H/Hispanic Age DOB 25 yoa Jan 3, 1995 mid 20s late teens 07/15/89 1983, 10-5 early 40s
Age/DOB:
* If callers are not sure of the age, it is acceptable to indicate a guess such as 20s, early 30s, late 40s etc. Height: Try to be specific and avoid generalizations such as short or tall. Try to approximate, ask in relevance to callers height. 57, 507, 5ft Weight: Unless the complainant knows the subject, it is most common for the description to be thin, medium or heavy build. 180-120, Med build, Stocky, Slim, Muscular Hair: You are interested in the color, length and style of hair and any accessories. Color: blnd, brn, reddish brn, blk, salt & pepper, etc. Style: crew cut, curly, dreads, braids, ponytail, clean shave, etc.
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Length: short, above the ears, shoulder/collar length, waist length, etc. Accessories: red headband, blue scarf, doo-rags, caps, hats, bandanas, etc. Eye Color: Eye color is usually known if caller knows the subject. Common colors are brn, blu, blk, grn, hazel or gry.
Facial Hair: Most common will be beard, mustache, long sideburns, goatee, clean cut, etc. With reference to the mustache - handle bar, very thin, neatly trimmed, etc. Glasses: If the caller advises the subject was wearing glasses, have them describe the type. You are interested in descriptors such as mirrored, wire-framed, tinted, bifocals etc. Coats: Attempttoobtainthecolor,material,length,styleandanyotherdetails.Forexample:blackwool,lengthraincoat with Falcons logo. Shirt: You are concerned with the color and style and any other details. For example: red, short-sleeved polo with Chic-filA logo. Pants: You are concerned with the color and style and any other details. For example: blu baggy jean shorts with bleach spots on the rear. Shoes: Common details will be the color and style such as wht Nike tennis shoes.
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Location Descriptions An exact address is the most desirable type of location to obtain. If an exact address is not available, make every reasonable attempt to obtain directions from a known address (possibly callers address such as: If facing callers house, will be 2nd house to left or yellow 2 story house directly across street from caller, etc.) *** Below are (3) three examples of different types of location entries*** 1. Exact Street address 2. Intersection 3. Common Places 2050 Dutton Street Dutton/Merrimack Lowell General Hospital
Follow up questions for determining responding locations on a residence, apartment, business, intersection and interstate. (These questions will be most useful when an exact address is not given or known.) Residence Descriptions 1. What is the color of the house? 2. Style of the house? (ranch, 2 story, split level, etc.) 3. Where is it in relation to the callers house? (facing callers house, left or right of) 4. Description of vehicles (if any) parked in driveway or out front. 5. Any other identifying features, (picket fence, screen porch, large tree in yard, etc.) 6. If it is a duplex, obtain which one, door A or B or 1 or 2. 7. If it is a mobile home, ask for the name of the mobile home park, lot number and/or street name within the park. Multiple family dwellings ( Apartment, Condo, Town home) 1. Name of apartment complex? (Confirm if name is displayed) 2. Building and/or apartment number? 3. If the apartment complex is large or the apartment is difficult to find, obtain directions for responders (near pool, back of tennis courts, etc.) 4. Is there a gate code for the complex? Business (Office Complex, Shopping Center) 1. Name of the business? 2. Name of the building, complex or shopping center? 3. Which floor, suite or room number? 4. If the complex is large or the business is difficult to find, obtain directions for responders.
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Intersections 1. Identify the corner of the intersection by a landmark or business (info BP station, etc.) 2. Which street is it on? How far and which direction from the cross street? (Church Street, approximately 100 yards west from Nesmith Street) 3. Which lane of travel? (NB on Nesmith Street, WB on Church) * On smaller streets, ascertain if towards Lowell, away from the clubhouse, etc. 4. Is this in a parking lot of a business at the intersection or near the intersection? (parking lot of Lowell General Hospital, on Varnum Ave.) Interstate This information is especially important because it will affect the decision a responding unit makes when going to a call on an interstate. Direction of Travel NB-northbound SB-southbound EB-eastbound WB-westbound Indicate if incident is actually on the interstate, overpass or on/off ramp. Example: On ramp to I495 WB from Hwy 3 Indicate which direction and lane of travel Example: Up against the wall, center lane or to right shoulder, etc. Include any further directionals Example: Gore area, WB I495 Vehicle Descriptions Vehicle descriptions should be obtained if the suspect is in or fleeing the area, or are known to be en route to an area/location. Vehicle descriptions should also be obtained on vehicles containing subjects/suspects that police will be on the lookout for, or if a vehicle description will help responding officers locate the complainant/victim. Remember the caller may not recognize the need for providing a vehicle description so you must ask. There are two (2) elements of a vehicle description: 1. Direction of travel: LS EB on I495 2. Vehicle description: CYMBALS Vehicle descriptions should contain all of the following components. It is suggested that you follow this order to make it easier for you to remember each component. You may not always receive the information in this order or you may not be able to obtain each component. In those cases enter what information you receive. In cases of in-progress or just occurred situations it may only be necessary to obtain immediate identifiers (color, type, license plate, direction of travel) and enter the call for immediate dispatch. C Y M B A L S Color Degrees of a color can help narrow down a vehicle such as: lt blue, drk blu, 2 toned blue, etc. Avoid exotic or fancy color descriptors such as, robins egg blue, seafoam green, candy apple red, etc. Beige - bge Orange - org Black - blk Burgundy - burg Cream - crm Silver - sil Green - grn Gray - gry Maroon - mar Blue - blu Purple - pur Yellow - yel Red - red Gold - gld Tan - tan White - wht
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Year When the exact year of the vehicle is not known, the following descriptors may be used: Late model, E90s, Mid 80s, etc. Make The make should be specific whenever possible. Common abbreviations are: Buick - buic Dodge - dodg Volvo - volv Pontiac - pont Mercedes - merz Subaru - sub Body Style Body style should also be as specific as possible. Avoid enhancing descriptors such as sedan, brougham or coupe. You may use 2 door, hatchback, etc. Example: Toy Camry, Niss Sentra, Ford F150, Linc Towncar All Other/Accessories This category is a catch all, used to include any other descriptor of the vehicle not outlined in one of the other categories. Here are a few examples: Striping (Include colors, size of stripes, etc.) Bras (Found on front of vehicle) Damage (Include extent and location of damage) Racks (Luggage, ski, bicycle, etc.) Tires (Oversized, white wall, etc.) License Plate Include license plates when advised by the caller. Partial plates may be indicated as: (partial plate ABC--, or partial plate ABC, etc.) State of License Plate Unless otherwise indicated, a license plate listed in the text field is assumed to be a GA plate. The abbreviation for the state should either precede or follow the license plate. Example: ABC124/WA 31FUN2/FL TX/FUN124 Plymouth - plym Toyota - toy Lincoln - linc Chevrolet - chev Mercury - merc Cadillac - cadi Volkswagon - vw Oldsmobile -olds Nissan - niss Mitsubishi - mitz
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Chapter Three Information Processing

Routine Questions There are pertinent questions that must be asked of each caller. They are referred to throughout this manual as routine questions. These questions must be asked of every caller. 1 Where is this happening? a. Actual location where responders need to go b. Obtain cross street and callback number. If the caller is unable to provide a major cross street, utilize all available resources to obtain one. If the call-taker is busy on a radio, they should make all reasonable attempts to obtain one as soon as possible. c. Directions when necessary d. Confirm jurisdiction 2. Who is involved? a. Include victim(s) and perpetrator(s) name(s) b. Obtain descriptions c. Determine the relationship of involved parties d. Attempt to obtain callers name e. Ask if caller wants to meet with responders 3. What is happening now? a. What activity prompted the call? b. Inquire regarding caller and responder safety. (Ask if anyone has any type of weapon in their possession or access to one. If yes, you must enter that information in the text of the call.) c. Determine if anyone needs medical attention 4. When did it happen? How? a. Determine if it is in progress or occurred recently. b. Ask if caller knows why it happened.
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Call Classes
Police Call Classes Abandoned Auto Use this call class if a caller states that a motor vehicle has been parked at a location for an extended period of time. If the vehicle is on private property, we will not dispatch a unit. You should inquire if there are any suspicious circumstances such as a tampered steering column, broken/cracked windows, damaged locks or doors or missing tag, etc. If yes, enter as a 54 and send police. Otherwise, run the tag or VIN to determine if it is possibly stolen. If the DCJIS return does not indicate stolen, advise the caller that the property owner should have the vehicle towed. You may have to explain to them that the towing company will seek compensation from the owner of the vehicle. Key Information: 1. Routine questions 2. Focus on vehicle description. 3. Determine how long it has been there and if caller saw the owner or observed any activity surrounding the vehicle. 4. Inquire about any damage. Silent Alarm This call type is used when someone is reporting a silent alarm. The activation may indicate unlawful entry, personal or keypad entry. This is used for a business that is closed for business or a residence. If the alarm company confirms the business is open for business you will enter the call as a Hold Up Alarm-Business Open. Key Information: 1. Permit Number 2. Routine questions 3. Alarm companys name and phone number 4. Operators name or ID number 5. Determine if the location is a business or residence and obtain their actual name 6. The phone number and/or reference number for the location. You will not call the location but it may serve as a point of reference later. 7. Ask for area of coverage or activation (entry/exit, motion in specific area, etc.) 8. Find out what type of activation: Keypad, panic, medical or fire, etc. 9. Find out if a key holder is available or en route, if so obtain their name, description, vehicle description if possible and an estimated time of arrival. 10. Find out if someone is on the scene. (If possible obtain their name and description). Ask the company reporting the alarm if they are monitoring the location and if they are hearing anything. Record their responses in the text. If they are reporting noises or voices being heard, keep the alarm company landline for updates, supplementing the information into the text field. Audible Alarm This should be used when it is reported that an alarm has been activated that is audible. This is usually a siren, bell or horn. This may be reported by an alarm company, resident in the area, a neighbor or a passerby.
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Key Information: 1. Permit Number 2. Routine questions 3. Alarm companys name and phone number 4. Operators name or ID number 5. Determine if it is at a business or a residence and obtain their actual name. 6. The phone number and/or reference number for the scene. You will not call the location but it may serve as a point of reference later. 7. Ask for area of coverage or activation (entry/exit, motion in specific area, etc.) 8. Confirm if alarm is police, fire or medical. 9. Find out if a key holder is available or en route, if so obtain their name, description, vehicle description if possible and an estimated time of arrival. 10. Find out if someone is on the scene. (If so obtain their name and description if possible). If the call is from a neighbor or passerby, you should ask if anyone was seen or heard at the location. If so, obtain person or vehicle descriptions. They may offer information or you may have to ask. You may ask if the residents are out of town, at work and what vehicles are normally at the location. Often the alarm company will call back with responder information or to cancel an alarm. Responder information: Supplement the text with the persons name, mode of travel and description of vehicle if relevant. Ask for an estimated time of arrival. Request for cancellation: We only honor requests for cancellations that are called in by the alarm company. We do not honor requests made by the residence or business owners. Obtain the operators name or number and why they request a cancellation and enter that information in the text of the call.
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Kidnapping This call class is used when someone reports that someone is being or has been abducted, held and/or transported to another location against their will. The report may come from a witness, a victim, family member, friend, or the perpetrator. Key Information: 1. Determine if in progress. If not, find out how long ago it occurred. 2. Routine questions 3. Ask for specific details that indicate a kidnapping is or did occur. Include any information regarding the use of weapons and ransom notes located. 4. Focus on extensive descriptions of all involved parties (victim(s) and perpetrator(s). If the caller is familiar with either party you must obtain their names, DOB or any other identifiable information. 5. Ask descriptions of any vehicles involved along with the last known direction of travel. Any portion of a tag number is valuable. *** If the kidnapping is in progress, enter the location and brief descriptions for immediate dispatch. You can continue to update the call with further information. 6. If the caller is familiar with the suspect ask if they may have any idea of a location the perpetrators would have taken the victim. If the caller is the victim, determine if they know where they are. *** If the caller is the victim, determine if it is safe for them to remain landline. If so remain on the line with them until responders arrive. Keep in mind that if it is in progress their safety is more critical. Burglary in progress (residential) Use this call type when a caller is reporting that they believe that someone has unlawfully entered a residence and is presently inside. This may be occurring at the callers location or at a neighbors residence. Occasionally, you might receive the call from a passerby that observed the incident. Key Information: Caller inside residence: 1. Routine questions 2. What was seen or heard to indicate a burglar may be present? 3. Obtain description if possible 4. Determine if the perpetrator or caller has any type of weapon 5. Find out where the caller is and where the perpetrator may be 6. If the caller feels safe remaining landline, continue to update the text with any new information. Advise the caller of the responding units arrival and their procedures. Make sure they understand that you will advise them when to go to the door. Use this time to obtain additional information such as whom else resides there, who else may have access to the home and the possibility of them making a surprise visit. Inquire about possible points of entry/exit. Inquire about vehicles that should be there and pets or anything that might present danger for the responding unit. **** If the caller is uncomfortable remaining on the phone, do not force them to. If you feel it is necessary to maintain contact, you may suggest that they leave the receiver off the hook so you can hear what is happening. Otherwise, advise them of the above information and indicate in the text that they refused to remain landline. If your caller is armed with any type of weapon, you must advise them to put the weapon away prior to meeting with the responding unit. You must indicate in the text that the caller is armed so the responders will be aware. Call from neighbor or passerby: If the call comes from a neighbor or passerby regarding another location, focus on the exact location of the residence, descriptions, where the suspect was last seen, and how long ago.
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Burglary in progress (business) Use this call class when someone is reporting that someone is unlawfully inside a place of business. This may be reported by an employee, witness on scene or a passerby. Key Information: 1. Routine questions 2. What did the caller see or hear to indicate there may be a burglar inside. 3. If they can provide a description, copy the information in the text. 4. Find out exactly where they are and where they saw or heard the suspect. 5. Find out the layout of the business (how many floors, entry/exit points, etc.) 6. Find out if the caller knows if anyone else should be there and if security is available 7. If the caller feels safe remaining landline, follow the same procedures as with a signal 6 Caller standing by outside or at a different location: Follow the same line of questioning as if they were inside and find out where they are located and if they still have a visual. Caller is a passerby: Attempt to follow the same line of questioning and obtain contact information from them. If they advise they saw someone flee the scene, attempt to get a description, mode and direction of travel and whether the suspect had any items. Never suggest that a caller chase or apprehend a possible perpetrator.
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Stranded Motorist Use this call class when someone is reporting that a motorist is having car trouble that hinders them from moving. If it is impeding traffic it should be entered as a signal 81. IF it is impeding traffic and on the interstate refer them to or contact DOT HERO. Provide HERO with the description of the vehicle and a phone number if possible. Key Information: 1. Routine questions 2. Exact location and include directionals (WB Dallas hwy, east of Villa Rica rd.). 3. Find out what the problem is (flat tire, clutch out, etc.). 4. Ask for a description of vehicle and driver. Include tag number if possible. Animal Calls Use this call class when a caller requests assistance relating to an animal of which the police department also needs to respond. If the caller reports any of the following calls, they are considered emergencies: 1. Animals locked in vehicles when animal control has an extended ETA 2. Dead animals that are a road hazard 3. Barking dogs after dark 4. Police request from citizen or Animal Control personnel 5. Animals (such as deer) hit by a vehicle that are still alive that require disposal (if damage to vehicle enter as an Automobile Accident) If at any point during the call that medical attention is needed to the caller or other involved party, process the call using EMD protocols. Vicious Animal Calls Use this call class when a caller requests assistance relating to a vicious animal in which police will respond. This call class will be dispatched to the appropriate Police Precinct unit. If the caller reports any of the following calls, they are considered vicious: 1. Any type of life endangerment to a person 2. Bites of any type of animal to another animal or person. Key Information: 1. Routine questions 2. Focus on animal description and location 3. Determine what damage or injuries If at any point during the call that medical attention is needed to the caller or other involved party, process the call using EMD protocols. Child Abuse in Progress or Already Occurred Use this type when a caller reports that a child has been or is being abused. Abuse refers to children unattended, whose health or welfare is endangered, and who have been sexually or physically abused. The child, a relative, neighbor, school or medical personnel, or a stranger may report these calls. The caller may have witnessed the abuse or just be concerned that it is occurring.
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Key Information: Child Calling: 1. Determine if it is in progress. If so, obtain location and descriptions and send to dispatcher 2. Routine questions 3. Attempt to maintain victims safety. 4. Ask for description of perpetratorrelationship to victim and history. Caller is medical or school personnel: 1. Find out if victim and/or perpetrator are present and if they are aware the caller is calling. 2. Routine questions 3. Find out what prompted the call (scars, bruises, broken bones, report, etc.). 4. Ask about any history involving the victim. 5. If the facility is outside of jurisdiction, refer the caller or relay the information to the Crimes Against Children division. Caller wants to voice concern and/or is calling from outside the jurisdiction: 1. Routine questions 2. If they only have general information, they may be referred to the Crimes Against Children division or DEFACS. 3. If they present information that you deem probable cause for dispatch, enter the call and provide the details. Caller is reporting child being left alone: 1. Routine questions 2. Determine if caller is familiar with the age of the child or children 3. Determine if caller knows how long they have been alone 4. Determine if caller has any information about the parents or guardians. (Location, contact information, their demeanor, etc.) 5. If the child or children are in a vehicle, obtain exact location of vehicle and a description. Also, inquire if they can advise a possible location and description of the person(s) leaving the vehicle.
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Disorderly Juvenile Use this call class when the caller reports that one or more juveniles are unmanageable due to behavior, condition or circumstances. In most cases this refers to juveniles creating a disturbance or annoyance to others. You may use this also for a truant. You would indicate in the call that juveniles are involved. Key Information: 1. Routine questions 2. Describe the activity or behavior. 3. Determine how many juveniles are involved. 4. Obtain all necessary descriptions. Demented Person Use this call class when a caller advises someone may be acting mentally unstable and may be potentially dangerous or violent towards themselves or others. If they are not violent they may describe them as acting strange or peculiar. Key Information: 1. Routine questions 2. Focus on the behavior observed 3. Determine if the caller has knowledge of the persons mental state or history. 4. Determine if the person exhibits suicidal tendencies. 5. Provide descriptions Exercise caution in categorizing someone as demented. Inquire about medical history or related conditions such as epilepsy, stroke, diabetes, medication/drug reactions, alcohol related problems, etc. If there is any indication or doubt, process the call for fire/medical response and indicate the demented tendencies. Discharging Firearms Use this call class when the caller reports hearing shots fired. Key Information: 1. Routine questions 2. Determine how many shots were heard. 3. Attempt to identify the general vicinity where the shots may have come fromwooded area, in back of residence, down the street, etc. 4. Find out if caller observed any suspicious persons, vehicles, or activity prior to hearing the shots. If so, provide the descriptions.
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Discharging Fireworks Use this call class when the caller reports hearing or witnessing the discharging of fireworks. Key Information: 1. Routine questions 2. Provide descriptions and locations Disorderly Person Use this call class when a caller advises a person is causing or creating a disturbance. Information obtained from the routine questions may justify using a more specific call class such as demented or intoxicated person. Key Information: 1. Routine questions 2. Determine what activity creates the disturbance 3. Obtain all descriptive information 4. Find out the exact location of the subject Intoxicated Person Use this call class when the caller advises an individual appears intoxicated. The person may or may not be causing a disturbance. Key Information: 1. Routine Questions 2. Ask questions to rule out the possibility of medical problems. Reactions to medication, diabetic complications, and other medical problems may cause a person to act as if they were intoxicated. 3. Focus on the exact location and/or direction of travel for the person 4. Provide all information regarding their behavior (combative, violent, etc.) Physical Fight in Progress Use this call class when someone reports that a physical fight is occurring. This means that parties are exchanging some form of bodily contact. They may be pushing and shoving or being separated by another party. Key Information: 1. Routine questions 2. Determine exact location of inside or outside red 3. Determine how many individuals are involved and obtain descriptions on all subjects. Include vehicle descriptions if applicable and direction of travel if any party leaves. 4. You must always ask if weapons of any kind are involved and if so change to appropriate call class of Person Armed. Specify in the text. 5. Determine the relationship of parties involved and ask if caller knows why fight started. 6. Ask if caller knows if alcohol or drugs are involved. Impaired Driver Use this call class when a caller reports that they observe someone is operating a motor vehicle and appears to be under the influence of an intoxicant.
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Key Information: 1. Routine questions 2. Focus on the actual behavior observedcareless/reckless driving, visual of intoxicating item, knowledge of person consuming intoxicant, etc. 3. Provide all necessary descriptions and include all occupants. 4. Find out if caller is following or has a visual on subject. If so, advise the dispatcher and update the text as you receive additional information. Include the callers descriptions, exact locations and directions of travel. Advise the caller to exercise caution and obey all traffic laws. Make them aware of any delay in response. Never suggest that the caller follow the vehicle. If they have provided a complete description including tag number, you should advise them that you have sufficient information to establish a lookout. If they insist on following, remain on the phone and continue to update the text. If the vehicle appears to be traveling into a surrounding jurisdiction either transfer the caller or relay the information to the appropriate agency. Wires Down Use this call class when the caller reports wires that are down or damaged. They may believe that they are electrical wires that may be hazardous. Police will respond to provide traffic control or a diversion for the safety of citizens or responding personnel. Key Information: 1. Routine questions 2. If someone has been injured, follow EMD protocol. 3. Determine which lines are effected: pole to pole or pole to house/business 4. Determine if caller can advise on type of wire: electrical, phone, cable, etc. 5. Determine if lines are arcing or sparking. 6. Determine if lines are resting on the roadway, guard rails, fence, etc. 7. Find out if caller knows what caused wires to come downaccident, fallen tree, etc. Instruct caller that everyone should stay away from the wires. Escaped Prisoner Use this call class to enter information pertaining to an escaped subject from a mental institution, treatment center, detention facility or custody of a law enforcement officer. The caller may have reason to believe the subject is recently or currently inside our jurisdiction. Key Information: 1. Routine questions 2. Focus on the last known location of the escapee. 3. Be certain to include the escapees name, DOB, and physical description. 4. Find out if the escapee presents a danger to themselves or others. 5. Make sure you ask for the warrant numbers or case numbers if applicable. And ask why they were a prisoner. 6. Remember to include any information that may have an effect on officer safety, such as, possible location subject may be going, known relative in our area, etc. Gambling Use this call class when a caller indicates that possible illegal gambling or the possession of illegal gambling records. This may be reports of livestock or dog fights, organized crime activity, etc.
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Key Information: 1. Routine questions 2. Determine what specific activity was observed and if in progress. 3. Determine how many subjects are involved and provide descriptions. Illegal Parking Use this call class when the caller advises a vehicle is parked in an illegal parking spot. Parking in handicap slots or designated fire zones are violations of the law. This may also include parking in an area with posted signs prohibiting parking. The Police do not enforce parking on private property such as assigned spots in apartment complexes, office parking decks/lots or malls and shopping centers. Key Information: 1. Routine questions 2. Obtain vehicle description. 3. Determine if caller is familiar with the driver or their current location. 4. If vehicle is impeding the flow of traffic use the Street Hazard call class. Controlled Substance Violation Use this call class when someone reports activity pertaining to the possession, use, sale, distribution or promotion of any illegal drug. Key Information: 1. Routine questions 2. Determine if anyone on the scene is currently under the influence. 3. Determine what activity the caller is observing and provide all personal and vehicle descriptions involved. 4. Determine if caller is familiar with subjects. If the caller wants a report and the subjects are no longer in the area, they can be referred to the appropriate Police Department. Threats Use this call class when someone reports being threatened via phone, text message, email, etc. Key Information: 1. Routine questions 2. Determine if the perpetrator on scene or is en-route. 3. Determine what the threat is and provide details and time frame. 4. Determine if caller is familiar with subjects. RECC must be aware of the possibility of terrorist acts; especially when dealing with reports of explosions or hazardous materials. Any reports received which create suspicion of possible terroristic threats/involvement must be immediately reported to the RECC Management. Automobile Accident Automobile Accident with report of injuries Use these call classes when an accident is reported.
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Key Information: 1. Determine if anyone is injured. This includes complaints of pain or injury. 2. Routine questions. 3. Determine if anything is on fire. 4. Make sure you get descriptions of all vehicles involved. 5. Make sure you get exact locations (right side of roadway, in PL of store, I495WB on left shoulder, etc.) If caller reports accident occurred at different location, verify jurisdiction and indicate that in the text. If caller advises it is safe to do so, instruct them to move the vehicles from the flow of traffic. Report of injuries: Ask if there is an entrapment, ejection, or overturned vehicles. If so you must enter that information in the text of your call to ensure a rescue truck responds. If an 18 wheeler is involved in any type of accident, find out if the tank is round (pressurized) or square. Burglary that has already occurred Use this call class when someone is reporting that someone attempted or gained unlawful entry into their residence or business. They do not believe that the person(s) is still there. Your caller will usually be a resident returning home, an employee reporting to work, a neighbor noticing an open door or a customer finding a closed business door opened. Key Information: 1. Routine questions 2. Always ask if the residence/business has been checked. This is for responder safety. Enter the response in the text. 3. Determine if the caller feels safer inside or outside of the location. If they are outside, obtain their personal, clothing and vehicle description. If they are waiting at a different location obtain the exact address and callback number and enter in the text for the dispatcher. You may advise the caller to make a list of items missing. Advise the caller to avoid touching anything unless necessary.
4. 5.
Hit and Run Hit and Run with report of injuries Use this call class when someone is reporting that an accident occurred and one of the involved parties left the scene without mutual consent. Key Information: 1. Determine if anyone is injured (victim or perpetrator) 2. Routine questions 3. Obtain all descriptive information about the suspects vehicle a. Vehicle and driver description b. Passenger information c. Damage to vehicle d. Direction of travel e. Estimated time of occurrence f. Any part of the tag will be valuable Determine if remaining vehicle is blocking traffic and provide a description. If it is safe, you may advise them to move the vehicle from the flow of traffic. If the incident occurred at an earlier time, a report still needs to be made. If the caller is the perpetrator you should obtain all descriptive information and forward it to the Hit and Run detectives via phone, voice mail or email. If the subject is inside the jurisdiction and it recently occurred arrange for a responder to meet with them. Enter their location and descriptive information in the text of the original call. Report of injuries: Follow the same line of questioning.
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If you receive a call from a hospital advising of a possible hit and run perpetrator, obtain all descriptive information and their location at the hospital. If in Northern Middlesex Region, advise the dispatcher to advise the responders on the scene. If the hospital is outside of Northern Middlesex Region take the information and forward it to the appropriate jurisdiction and unit via phone, voice mail or email. Armed Robbery Already Occurred Armed Robbery In progress Armed Robbery In Progress is when someone calls in saying that a robbery is occurring presently or occurred within the last few minutes. An Armed Robbery Already Occurred when the caller states the robbery happened earlier and the perpetrator(s) left the scene for more than a few minutes. An armed robbery occurs when the perpetrator uses or threatens to use force or a weapon, of any type, to take something from the victim. The victim does not have to see a weapon, the perpetrator may imply or simulate that they have one. Key Information: 1. Time is very important. If the armed robbery is in progress or just occurred, focus on the location, and the most important descriptive information. (If perps left on footpersonal descriptors<race, hgt, wgt, clothing>, and direction of travel. If they leave in a vehiclepersonal descriptors<race, facial features, vehicle description<blu Honda, tag 567UTY> and direction of travel). Enter this information and send over for immediate dispatch, indicating that there is more to follow (MTF). 2. Return to your routine questions and update your text as you go. 3. If it is in progress and you have the caller landline, remember to be considerate of their safety. Do not encourage anyone to be a hero. 4. Remember to include the number of perpetrators and victims. 5. Remember to include the type of weapon(s) used, who actually had or implied to have it. Ask where the weapon was last seen (in jacket, thrown in bushes, etc.). 6. Find out what was taken, how it was taken (bag, pockets, briefcase, etc.) If it is a banking institution, ask about a tracking device (dye pack, tag, etc.). Keep in mind that if your caller is a victim, he/she has experienced a terrifying ordeal and may not be calm or able to recall information. Exercise patience and focus on the critical information. You may have to ask to speak with another person on the scene in order to complete the inquiry. If you are unable to get all the information indicate that in the text. If the caller is a witness or a passerby, if they feel safe, remain landline and continue to update the text with the necessary information. Obtain their name and location where they can meet with the Police. Theft Use this call class when the caller is reporting that someone stole or attempted to steal something. This will be used if it has already occurred or if it is in progress. The following incidents will be classified as a theft: Gas drive offs Shoplifting Taking a vehicle without owners permission Forgery (checks, flimflam schemes, prescriptions) Taking someones property without their consent Key Information: 1. Routine questions 2. Determine if it is in progress. If it is in progress or just occurred enter for immediate dispatch. 3. Determine what was taken. Add that to the text including descriptions of vehicles, amounts or value of items (3 blowers, $5000.00 ring, etc.). 4. Determine if caller is familiar with suspect or it they have a description. When entering stolen auto calls you must have a tag number or VIN number in order to identify the vehicle in the DCJIS files. If the caller does not have either piece of information, advise them that they will need it when the officer arrives. If the caller is familiar with the perpetrator they can still file a report. If the perpetrator is a spouse refer them to Civil Court. Repossession Most repossession agents will notify us when they repossess a vehicle. You should confirm that they have actually taken possession of the vehicle before you enter the information in our system. Make sure you enter all required details. The
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repossession file should be checked before entering a vehicle as stolen. If the said vehicle is in the repossession file you should re-contact the complainant and instruct them to contact their finance company. Key Information 1. Repossession agents name 2. Repo Company name 3. Contact number 4. address vehicle taken from 5. vehicle description 6. vehicle tag number and VIN number 7. persons name of registered owner of the vehicle Person Hit by Auto Use this call class when the caller is reporting that a person has been physically struck by a motor vehicle. This includes any type of vehicle: car, train, bus etc. If the person that hit the person left the scene, you would still use this call class and indicate in the text that the person left. Key Information: 1. Routine questions 2. Get the exact location of the victim. 3. Get any contact information from the caller or witnesses. 4. If the victim needs EMD, follow the appropriate card. 5. If the person that hit the victim left the scene, you should obtain all pertinent descriptive information including direction of travel. Sexual Assault Sexual Assault with report of injury Use this call type when a caller advises that they have been raped, or subjected to any form of sexual activity without their consent. If they request or you feel they need medical attention the EMD protocols should be followed. You are critical in aiding the victim to regain control and composure after the assault. You should remain calm and understanding and avoid being judgmental. Key Information: 1. Routine questions 2. Determine the victims name 3. Determine where victim is calling from and where the attack occurred. 4. Consider the victims or callers safety. Remember they may be too emotional to answer all of your questions. Obtain the most critical details and advise the dispatcher that you are unable to obtain further. 5. Determine if the victim or caller is familiar with the assailant; obtain a name and/or description of the assailant along with means and direction of travel. 6. Advise the victim or the caller that the victim should not bathe or wash or discard any clothing they were wearing, or bed linen. Advise them to avoid discarding or disturbing/touching anything in the general area of the assault. 7. If your caller is a witness obtain their name and contact information. Attempt to obtain any personal or vehicle descriptions they may have. 8. If the attack occurred previously in Northern Middlesex Region and they are calling out of jurisdiction via a hospital, police agency, or resident, refer them or relay the information including: location of attack, victims name, time of occurrence, descriptive information etc., to the Crimes Against Persons division. 9. Determine if it is safe for the caller or victim to remain landline until responders arrive on the scene. . Person Shot Use this call class when a caller advises someone has been shot with any type of firearm. The shooting may be in progress or already occurred. This call class requires both Police and Fire response. Immediate medical attention may be needed and the EMD protocol should be followed. Key Information: 1. Determine who shot the victim. If it was an intentional self-inflicted act, you will enter the call as a Suicide Attempt. 2. Routine questions 3. Focus on descriptions of all involved parties. Personal and vehicle descriptions are important as well as direction of travel or last known location of perpetrator(s) 4. Focus on the safety of the caller, victim and other bystanders. 5. Remember to find out if caller is familiar with why the shooting occurred.
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6.
If the shooting occurred in Northern Middlesex Region and the victim is out of jurisdiction (hospital, another police agency, resident, etc.) refer them or relay all pertinent information (caller and victims name and contact information, location where shooting occurred, time of occurrence, etc.) to the appropriate jurisdiction and unit.
If the caller is medical personnel from a hospital, and the victim is there, make sure you indicate that in the text, to avoid a Fire/EMS response. If the victim is deceased, advise the appropriate dispatcher(s) and include it in the text and use the appropriate EMS response. Person Stabbed Use this call type when the caller advises that someone has been assaulted with the use of any type of cutting instrument. The stabbing may be in progress or already occurred. Immediate medical attention may be needed and the EMD protocol should be followed. This call class does generate both Police and Fire response.
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Key Information: 1. Determine who did the stabbing. If it was intentionally self-inflicted, you will enter it as a Suicide Attempt. 2. Routine questions 3. Focus on descriptions of all involved parties. Personal and vehicle descriptions are vital as well as direction of travel and last known locations of perpetrator(s) 4. Focus on the safety of the caller, victim and bystanders. 5. Determine if the caller can advise why the stabbing occurred 6. If the stabbing occurred in Northern Middlesex Region and the victim, is outside of jurisdiction (hospital, another police agency, resident, etc.), refer them or relay all pertinent information (names of victim and caller, contact information, location where it occurred, when it occurred) to the appropriate jurisdiction and unit. If the caller is medical personnel inside Northern Middlesex Region, and the victim is there, indicate that in the text to avoid a Fire/EMS response. If the victim is deceased advise the appropriate dispatcher and indicate it in the text and use the appropriate EMS response. Found/Recovered Property Use this call type when someone reports that they have found something or located something that was reported stolen. This may be property such as a wallet, jewelry, or an auto. Just as theft reports must be filed in the jurisdiction of occurrence, recovered reports must be filed in the jurisdiction where the item was recovered. Key information: 1. Routine questions 2. Find out what type of property was found or located 3. Determine if there is anything suspicious about the property 4. If the property appears safe, not hazardous or explosive, the citizen may take it to the nearest police precinct. If it is a vehicle reported as stolen, obtain the name of the jurisdiction, original case number, and date of theft and enter that information into the text. Suicide Suicide Attempt Suicide Threat A Suicide call class is when someone reports that they or someone has committed suicide. A Suicide Attempt call class is when the individual has attempted suicide. A Suicide Threat call class is when an individual is threatening to commit suicide. Key Information: Caller is subject: 1. Routine questions 2. Determine if they have already hurt themselves and what method 3. Find out if they have a weapon in their possession or access to any. Attempt to convince them to put it away or stay away from it. 4. Inquire about other parties on the scene and their safety. You may ask to speak with them to confirm their safety and well-being. Attempt to keep the caller on the line until responders arrive. It is okay to talk frankly with them about the consequences of their actions. Inform them that you are sending Police and advise them not to confront the Police with a weapon. You may have to calm them down and offer encouragement. During a suicide attempt or threats you may very well hear someone commit suicide and the anguish cries of a relative or others on the scene. You must maintain a collected demeanor and follow through with the handling of the call and passing on information. Caller is on scene with the subject: 1. Routine questions 2. Determine if caller knows if subject has hurt themselves, any history, and what method. 3. Focus on safety of the caller to remain landline and keep you updated until responders arrive.
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Caller is at a different location: 1. Routine questions 2. Determine if caller knows if subject has hurt themselves, any history, and what method 3. Determine if caller knows if others are at the location and if there is a need to be concerned for their safety 4. Obtain a description of the suicidal subject, their vehicle and any other parties that may be there 5. Ask for specific details that prompted the call Caller finds suicide victim: 1. Routine questions 2. Determine callers relationship with victim. 3. Determine if caller can advise on method and inquire if there was any history or recent threats or symptoms. 4. Determine if others are involved or are on scene. 5. Consider EMD if appropriate. 6. Offer caller encouragement. Suspicious Use this call class when the caller advises there is a person(s), auto(s), or activity that appears suspicious to them. It may be the callers opinion that they have no valid business or reason to be there. Callers sometimes advise they suspect the subject(s) appear to be contemplating criminal activity. Be careful to differentiate facts and opinions when entering information in the text. Key Information: 1. Routine questions 2. Determine what suspicious activity prompted the call 3. Obtain all necessary descriptions 4. Find out if the caller wants to meet with responders Suspicious Letter or Package/No Substance or Device Use this call class if someone reports a suspicious letter or package has been located without any substance or device found. Key Information: 1. Routine questions 2. Determine the exact location of the package or letter 3. Advise the caller to isolate anyone who came in contact with the package or letter 4. Instruct the caller that no one should move or touch the package or letter Trouble Unknown Use this call class to describe an occurrence in which little or no information is known but you clearly have a request for police assistance. Attempt to obtain further information. Upon determining what the problem is, reassign the appropriate call class and update the text accordingly. Examples: Person yelling Help! or Get somebody over here! or you may hear abusive language or violent behavior in the background. Missing Person Use this call class when the caller is reporting that someone is missing. They may think they ran away or suspicious or unusual circumstances exist. Key Information: 1. Routine questions 2. Determine where the person was last seen. If the individual is missing from outside of our jurisdiction, instruct the caller to notify the appropriate agency 3. Obtain the missing persons name, date of birth and a detailed description. 4. Determine how long the person has been missing and if they have been missing before. 5. Find out what the persons demeanor was, when last seen. 6. Find out if the caller has checked all locations the person may be. Advise them to check hospitals, friends/relatives homes, etc. 7. If the missing person is a very young child, elderly, mentally/physically impaired, and is believed to still be in the immediate area a search may be required by emergency personnel.
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If it is a juvenile and the caller advises they are a runaway, you should indicate that in the text. If a caller calls to report that someone that was reported as missing/runaway has been located or returned try to provide the original case number and/or jurisdiction and indicate in the text that it is reference a return/located subject. Noise Violation Use this call class when the caller advises they can hear excessive/unreasonable noises. Noise calls may result from, but are not limited to, loud parties, music, construction work, etc. Key Information: 1. Routine questions 2. Determine what type of noise the caller is hearing and where it is coming from. 3. If it is an apartment complex, ask for the building number, apartment number where the noise is coming from and obtain a gate code for entry when applicable 4. Find out if the caller wants to meet with the unit or remain anonymous. Indicate that in the text. Money Transfer Use this call class when the caller requests an escort from one location to another for the purpose of transporting money. This request may come from a banking institution, restaurant, church, etc.
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Key Information: 1. Routine questions 2. Obtain the name of the business and contact person the officer will meet with. 3. Find out their destination including an address if possible. Police and Fire Response Needed Use this call type when the situation requires a police and fire, police and EMS or all three. Situations may include third party calls reporting a subject down but unknown if breathing or conscious, a fight/assault resulting in injuries, an animal call in which injury has occurred or an injury or illness that is suspicious in nature. Key Information: 1. Routine questions 2. If a third party call, determine if caller will meet with responders or direct them to the location. 3. If descriptions are relevant, obtain and enter in text. 4. If the call concerns a stranger down, inquire about suspicious persons or activity in the area. 5. If EMD is necessary you must offer. 6. If the victim is in cardiac arrest or requires advance life support, use the appropriate response code per the EMD protocol. Officer Needs Emergency Assistance/Help This signal is used when a police officer or any other responder is in a situation of extreme peril, where their life, or the life of another, may be in immediate danger and circumstances indicate that an emergency response by other field units is necessary. Officer Needs Emergency Assistance/Help situations are not usually received from callers. In most cases, it will be initiated by the individual involved or another on the scene, via radio. However, citizens that witness such incidents may call and report it. You may also receive a call from another public safety jurisdiction requesting our immediate response. Key Information: 1. Routine questions 2. Focus on what the caller witnessed. 3. Determine who the individual is. Find out if they are one of ours by asking for the location, type of vehicle, description of uniform and decals. 4. Focus on obtaining all descriptive information of all involved. 5. Determine if medical attention is needed and send immediately. 6. If safe for the caller, attempt to remain landline and update the text with pertinent information. Hold Up Alarm-Business Open Hold Up alarms are normally silent and activated by a person while a business is open. The call may come from an alarm company or private business or bank monitoring system. It may indicate that an actual robbery is in progress or has recently occurred. Key Information: 1. Routine questions 2. Permit Number 3. Determine if business is open or closed for business. If business is closed enter as signal Silent Alarm. 4. Obtain the alarm companys name and phone number. 5. Obtain the name of the business. 6. The phone number and/or reference number for the business. You will not call the location but it may serve as a point of reference later. 7. Determine if the alarm company has had any contact with the business and record any information they provide in the text. 8. Include any key holder or responder information in the text. Panic Alarm Panic alarms are activated by a person. The call may come from an alarm company or private business or bank monitoring system. It could be audible or silent.
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Key Information: 1. Routine questions 2. Permit Number 3. Determine if business is open or closed for business. 4. Obtain the alarm companys name and phone number. 5. Obtain the name of the business. 6. The phone number and/or reference number for the business. You will not call the location but it may serve as a point of reference later. 7. Determine if the alarm company has had any contact with the business and record any information they provide in the text 8. Include any key holder or responder information in the text. Person Screaming Use this call class when someone reports that a person can be heard screaming with no further information known. Key Information: 1. Routine questions 2. Determine where the screams seem to be coming from (inside an adjacent apt., in the woods behind the residence, public restroom, etc.). 3. Determine if the screams sounded like an adult, child, male, female, etc. 4. Find out if the caller can still hear the screams and determine what is being said. Person Armed Use this call class when the caller advises a person is in physical possession of any weapon that may be dangerous or deadly. The person may or may not be displaying the weapon. Key Information: 1. Routine questions 2. Determine the exact location of the subject and what type of weapon is involved. 3. Find out what behavior is being exhibited by the subject and if anyone else may be involved or accompanying him/her. 4. Provide the necessary descriptions.
If the caller advises the subject was in a vehicle, obtain vehicle and personal descriptions and last known direction of travel. Prowler Use this call type when the caller indicates a person appears to be trespassing in an area or on property where he/she does not belong, and who may intend to commit a crime on that property. Key Information: 1. Routine questions 2. Find out what activity was actually observed. 3. Find out if anyone has any weaponscaller or suspect. 4. Provide a description and exact location of suspect.
Public Indecency Use this call class when a caller reports that an individual(s) are engaging in or implying sexual activity. This may include but is not limited to: lewd exposure, masturbation, mooning or sexual intercourse within public view. Key Information: 1. Routine questions 2. Place emphasis on the exact location and activity of the subjects(s). 3. Provide any physical and vehicle descriptions. 4. If it is in progress, and it is safe to do so, maintain landline with caller for updates. Traffic Violation Use this call class when a caller reports that a driver is operating a motor vehicle in a careless or reckless manner. Their driving may present a hazard to pedestrians or other motorists in the area.
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Key Information: 1. Routine questions 2. Find out what activity was observed. 3. Focus on the time of occurrence and last known location and/or direction of travel. 4. Obtain and provide all personal and vehicle descriptions 5. When applicable, provide any other identifiable informationpassengers, almost caused accidents, items thrown from vehicle, visual of alcoholic beverages, etc. Sometimes callers will advise a description but state that the subject has left the area, but it is a reoccurring situation. BOLO Be On the Look Out
Priority BOLO is defined as any BOLO involves a felony, crimes in progress, injury, danger to life, or field unit safety in which perpetrator information is obtained and a broadcast would assist in apprehension of a suspect or prevention of further crime or danger. Contact any surrounding agencies that may be affected by a call for service, BOLO or Lookout.
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Forgeries in Progress Any call reporting forgery in progress (someone with a stolen check, credit card, fraudulent drug prescription or flim flam scheme); enter the call immediately for Police dispatch. Include all descriptive information and make the dispatcher aware. Attempt to remain on the line with caller, if safe to do so and continuously update the text. If the forgery or fraud is not in progress and the person is not on the scene enter into the text of the call. . Key Information: 1. Routine questions 2. Determine if it is in progress. If it is in progress enter for immediate dispatch. 3. If the call is not in progress refer the caller to the Sherriffs office 4. Determine what is being forged. Add that to the text including descriptions of vehicles, amounts or value of items. 5. Determine if caller is familiar with suspect or it they have a description. Snatch Thief Use this call type when the caller is reporting that a robbery is occurring or has occurred (without the use of or the threat of any type of weapon). This could be a purse snatching or a till tap. Key Information: 1. Routine questions 2. Concentrate on descriptions and direction of travel. 3. Find out what was taken and get a description if relevant. 4. Find out if anyone is pursuing the perpetrator; if so obtain their description, last known location. Your caller may be hysterical and unable to answer your questions rationally. Be patient and focus on the critical details. Street Hazard Use this call type to indicate that a vehicle or object is causing an obstruction in the roadway. It may be impeding the flow of traffic and apt to cause a traffic accident or damage to oncoming traffic. You may also use the signal to advise that a pedestrian is presenting a hazardous situation. Key Information: 1. Routine questions 2. Focus on exact location. 3. Get a description of the hazard (red Ford PU, Mattress, Sofa, Ladder, Nails). 4. You may after entering the call for service contact HERO to see if they have a unit nearby. Try to determine the type of hazard such as trees or other natural debris, animal(s), etc. Wanted Person Located Use this call class when someone advises they have a visual on or knowledge of the location of an individual with an outstanding warrant. This may be a citizen or another law enforcement agency. Key Information: 1. Routine questions 2. Obtain all necessary descriptions (personal and vehicle). Make sure to get the correct spelling of their name and full date of birth. 3. Obtain warrant number and what the warrant is for. 4. Determine the present demeanor of the subject. 5. Establish the situation at the location (residence or business) is the subject hostile, are children present, etc. 6. Determine if caller is familiar with warrant, what warrant is for, if they know warrant number, and if they are involved in any way. 7. Confirm how the caller knows the subject is at the location and if they know how long they may be there. Work Traffic Use this call class when a request is made for a Police Officer to direct, maintain the flow of, detour or stop traffic. The request may come from other responders, power companies, private construction sites, Fire or EMS, wrecker services or DOT.
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Key Information: 1. Routine questions 2. Include in the text: The name of the person calling and company making the request. 3. Determine what they need the officer to do, and an approximate time span. Verbal Dispute Use this call class when someone reports that a verbal altercation is occurring or has already occurred. The parties may or may not be related or currently on the scene. Verbal disputes can be, domestic related: (family disputes, neighbor disputes, unwelcome subjects, domestic standbys, threats, etc.) Key Information: 1. Routine questions 2. Determine the relationship of involved parties and obtain all necessary descriptions when relevant. 3. Determine if weapons are involved. 4. Determine if alcohol or drugs are involved. 5. Determine if all parties are present. 6. Find out if caller can advise the reason for the dispute. If the caller is an involved party, attempt to keep them on the line and separated from the other party. Consider their safety, and if they are afraid or refuse to remain on the phone you can release them. Do not take sides or offer solutions. You do not know the whole story. Do not offer legal advice. Because of the uncertainty and potential for future violence, descriptions are important whether a perpetrator is on the scene or not. If threats of any kind are made, that information must be entered in the text and the dispatcher made aware. Threats of death or other terrorist acts should be entered for dispatch. Calls reporting road rage incidents focus on descriptions, locations and directions of travel for all involved. If it is a rolling incident you should enter the call as a lookout and forward the caller to appropriate jurisdiction. Involved party from another location If the caller is an involved party calling from another location, obtain all pertinent information and have them meet with the police at the location they are calling from. Be sure you include this information in the text. Again, be considerate of the callers safety. Party requesting standby You may receive calls requesting police to accompany a party to a location to pick up belongings. They may have some type of dispute with the party at that location. This may be a spouse, roommate, friend, sibling, etc. This is referred to as a Domestic Standby and indicated in the text that it is a standby. Key Information: 1. Make sure the caller understands that the Police will literally standby 2. Make sure the caller is within a one mile radius of the location they are going to and verify both are in our jurisdiction. 3. You must have the address where the officer will meet them (a service station, church parking lot, entrance to apt/SD etc. are acceptable locations). You must have the exact address of the location they are going to. (This is for responder safety) 4. Ask about the disputedetermine past problems, history of violence, possibility of weapons or alcohol or drugs 5. Obtain a physical description and vehicle description of the person the police is accompanying to the location. Always confirm jurisdiction before releasing the caller. Always advise the caller that the Police will not force entry nor demand the person to accommodate their request. Inform the caller that they may only be allowed to retrieve property or clothing that is immediately necessary for their health and or welfare.
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The Police only assist repossession agents when there is a potential for violence. Business Dispute Use this call type when someone reports that a dispute pertaining to business is occurring. This does not have to be at a place of business. This may be between tenant and landlord, customer and a business, employer and employee, exemployee and former employer, etc. Key Information: 1. Routine questions 2. Determine the relationship of the involved parties. 3. Obtain descriptions of all involved parties, include vehicles. 4. Find out if weapons are involved. If the caller is requesting a standby to pick up last paycheck, gather personal belongings, etc., indicate in the call that it is a standby request. Follow the same line of questioning as in the verbal dispute standby. Vandalism Use this call class when someone calls to report someone has intentionally caused damage to someones property. Typical vandalism calls are reports of damaged mailboxes, egged cars, graffiti, broken windows, and theft attempts. Key Information: 1. Routine questions 2. Find out what type (or extent) of vandalism has occurred
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Bomb Threat Use this call class when a caller indicates that a person, through some form of communication has threatened to injure or harm others or to damage the property through the use of an explosive or incendiary device. If an actual suspected device has been located indicate in the text (Device Located). Key Information: 1. Routine questions 2. Attempt to speak with the individual who actually spoke to the caller. 3. Determine when the threat was received and what directions or instructions were given. Find out what demands were made and if any time frame for detonation was advised. 4. Ask if they were able to determine the callers sex, race or age range from their voice. 5. Determine if there was any background noise heard or any caller ID information available. 6. Determine if the caller advised the reason for their actions. Ask for information pertaining to anyone they may be familiar with that might have unresolved issues with them. 7. Find out if the building is being evacuated. You do not make recommendations regarding evacuations. You may advise them to contact the person on the premises that has that authority. If a device has been located: Follow the same line of questioning: 1. Speak with whoever found it and get a description. 2. Provide an exact location and directions to it for the responders. 3. Inquire about any suspicious persons or vehicles seen in the area. 4. Advise no one to handle the device. If the caller is the person claiming responsibility for the device: 1. 2. 3. 4. Stay calm. Alert a supervisor or a co-worker that you have the caller landline. (You may need to hit the mute button, write messages or use hand signals) to avoid upsetting the caller. Determine the address of the location and exact location of the device. Attempt to get the callers name and location. Inquire about their relationship with the location. Listen closely for voice type to see if you can determine a race, sex, or age. Pay close attention to background noises ad caller identification resourcesANI/ALI, etc... Ask about time frames and possible results or damaging potential of device(s). You may remind them that they may kill or seriously injure innocent people. This may prompt them to render more information to save those people. Attempt to remain landline with subject in order to get a location. If they insist on hanging up, provide your name and be available for a follow-up call. If they feel comfortable talking with you, they may reveal their identity or location to you.
5. 6.
Speak clearly, make good notes, and ask them to repeat key statements. Aircraft Incident Use this call class when you receive reports of an aircraft accident. Key Information: 1. Routine questions 2. Determine area of accident. Be as specific as possible. 3. Determine what type of aircraft is involved. (jumbo, private, military, etc.) 4. Determine if caller witnessed the incident 5. Find out if any property was involved. 6. Ask if anything is on fire and the color of the smoke. Also inquire about placards that may be on the aircraft. Advise callers that everyone should stay away from the scene. 911 Hang Up Use this call class when you answer a 911 line and the caller hangs up. The disconnection may be intentional or accidental. Or they may leave the line open. Whatever the circumstance is, it is your responsibility to follow through with the call. Refer to
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the ALI/ANI information and call the caller back. Determine if there is a problem or the call was made in error. If there is a problem enter the call. If there is no answer, document in the text field and continue trying. If the line rings busy, you must enter for dispatch, and call the Telco operator and have them attempt to break the line. (Note this in the text.) If you have an open line call, you must enter for dispatch and continue to update the text with information. A 911 hang up from all phones (landline, mobile, TDD) must be followed up with a callback, if the ANI is provided. If the ALI displays BST Quick Service you will not be able to call this number back. You should enter the call for dispatch and note in the text that it was BST. If you determine that the caller on a 911 line does not have an emergency, but a Police, Fire or EMS response or assistance is necessary, you will process the call. DO NOT INSTRUCT THE CALLER TO CALL BACK ON THE NON-EMERGENCY NUMBER.
School Related Incidents It is our goal to facilitate the flow of communication between students, teachers and citizens who report past, present, or future school violence, and those emergency service providers and school officials who respond to these complaints by affording each call our full attention and concern. Reports of School Violence Incidents in Progress: All calls regarding school violence that are in progress or to occur immediately will be processed according to regular procedures for that call type. Fire Call Classes This section focuses on the processing of calls reporting fires or requesting medical assistance. It is our goal to assist the Fire and EMS responders by quickly and accurately processing each call for service. Fire spreads rapidly and indiscriminately. It does not depend on any human factor to continue in its path until extinguished. Calls from citizens reporting fires must be handled with efficiency and accuracy. The loss of lives or property may depend on how you process the call. If the call is coming from inside a structure that is burning, confirm the address, ask how many people are in the building, assure the caller you are sending help and instruct them to get out of the building if it is safe to do so. You may ask them to go to a phone at another location and call you back for more details. The most important area of concern is the safety of the caller and other lives. If someone is calling from a safe location, you will have more time to ask for specific details. Advise them to stay away from the structure. All calls for medical assistance should be processed using the Emergency Medical Dispatch protocol. Information provided by the caller, combined with answers to questions you ask, will be used to determine the response level of the call and the appropriate instructions to give the caller. Refer to the EMD policy and procedure to ensure compliance.
Brush Fire Brush Fire on Interstate Use this call class when the caller reports fire involving grass, brush, woods, or any natural landscape. Key Information: 1. Routine questions 2. Determine what is actually burning and if it is close enough to a structure that it may ignite also. If so, use the relevant structure call class. 3. Find out the size of the fire and if the caller may be familiar with how it started. 4. Advise your caller to be cautious and not endanger themselves. 5. Find out if the caller is willing to meet with responders or just passing by. 6. Advise them to call back if the size or anything changes before responders arrive. 7. If it is a Brush Fire on Interstate find out the exact location, (direction, median, right/left side, wood line, gore area, etc.)
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Dumpster Fire Use this call class when the caller reports visible smoke or flames or suspicion of fire in a dumpster. Key Information: 1. Routine questions 2. Determine how close the dumpster is to a structure. If close, use the appropriate call class for that structure 3. Determine if the caller is familiar with the type of materials in the dumpster, if there are any chemicals or other hazardous materials present. Ask about the color of the flames or smoke and any peculiar odor. 4. Advise them to stay away and have other bystanders stand clear. 5. Advise them to try to avoid inhaling the smoke and fumes. 6. Find out if they will be meeting with the responders. 7. Advise them to call 911 back if the situation changes in any way before responders arrive. Explosion Use this call class when a caller advises an explosion resulting in injury and/or loss of property has occurred. Key Information: 1. Routine questions 2. Determine what exploded 3. Find out if it was a structure, was it occupied, are individuals trapped or injured. 4. Find out if there is any fire or smoke. 5. If smoke is indicated, inquire about the odor. 6. Ask if there was any suspicious activity or persons seen in the area, if so obtain descriptions and directions of travel. 7. Instruct caller that everyone should leave the explosion area. 8. Determine who will meet with responding units. 9. Instruct them to call 911 if anything changes before units arrive. Emergency Communications Personnel must be aware of the possibility of terrorist acts; especially when dealing with reports of explosions or hazardous materials. Any reports received which create suspicion of possible terroristic threats/involvement must be immediately reported to the RECC Management.
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Trench Use this call class when a caller describes any type of trench cave-in or entrapment which would require rescue of people.
Key Information: 1. Routine Questions 2. Determine the exact location and how many people are trapped, injured, or buried. 3. Find out what type of trench is involved; building, man-hole, ravine, etc. 4. Ask if the caller can explain what happened. 5. Find out if any rescue attempts are being made. Follow EMD protocol when relevant. 6. Instruct caller to call 911 back if something else happens before Emergency Services arrive. Hazardous Material Spill Use this call class when caller describes any type of hazardous material spill or threat of contamination (10 gallons or more). Examples would include a tanker truck accident on the interstate with an identified hazardous material, a chemical spill at a manufacturing plant, or a discovery of hazardous material, etc. Key Information: 1. Routine questions 2. Determine if the hazardous material threat is indoors or outdoors. 3. Determine what type of material (solid, liquid, or gas), and what type of effect it will have on humans or animals and how far of a range could be effected. 4. If the caller is not familiar with the material, ask if they see any identifying placards. 5. Instruct the caller to keep everyone far away from the scene. If inside, have everyone get outside. 6. Find out who will meet with the responders. 7. Advise the caller to call 911 if the situation changes before responders arrive. Emergency Communications Personnel must be aware of the possibility of terrorist acts; especially when dealing with reports of explosions or hazardous materials. Any reports received which create suspicion of possible terroristic threats/involvement must be immediately reported to the RECC Management.
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Fuel Spill Use this call class when a caller reports a large amount of fuel (under 10 gallons) has spilled or is leaking. This may be oil, diesel or gasoline. If it is a threat to the environment it should be classified as a Hazardous Material Spill. Key Information: 1. Routine questions. 2. Attempt to identify what the material is and how much. 3. Determine the threat level. 4. Advise caller to have everyone avoid contact with the substance. 5. Determine if someone will meet with the responders. 6. Instruct caller to call 911 back if anything changes before responders arrive. Unauthorized burning Use this call class when a caller complains of an illegal or unsafe burn. This may include pit burns, yard burning or trash fires. Key Information: 1. Routine questions 2. Determine if the criteria above is being met. 3. Find out what is burning. It is permissible to burn the following items; Tree limbs, leaves, etc. that naturally fall to the ground. Basically, if you can rake it, you can burn it. Large tree parts, household garbage, rubber shingles, etc. are not permissible. Individuals requiring to burn large amounts of debris or vast areas should contact the fire department for a burn permit. 4. If the caller insists that there is a problem or demands a response, send the units outs. Commercial Fire Alarm Use this call class when the caller reports fire alarm activation at a commercial/business building that is up to four (4) stories tall. This is also used for reports of alarms at apartment complexes. Key Information: 1. Routine questions 2. Obtain the name of the alarm company, the operators name or Id number, the alarm companys call back number and determine if there is a reference number. Ask for the phone number to the location of the alarm. 3. Obtain the name of the business where the alarm is activated. List the name of the office complex, shopping center or apartment complex. Ask for suite and/or building number if applicable. 4. Ask what type of alarm is indicated (water flow, smoke, fire) and the specific area of coverage. 5. Find out if they have made contact with the location and record any information they provide in the text. Do not attempt to call the business. The number will be used by fire dispatchers if they need to make contact. If the alarm company calls back to cancel, we do not cancel fire alarms. Advise the caller of that and enter the request in the text, the unit(s) will respond non-emergency. High Rise Alarm Use this call class when the caller reports a fire alarm activation at any building that is five stories or more. Examples are nursing homes, hospitals or high rise apartment buildings. If there is any indication of fire or smoke odor choose the appropriate structure fire call class. Key Information: 1. Routine questions 2. Obtain name of the alarm company, the operators name, alarm companys call back number and a reference number. Also, ask for a phone number for the location. 3. Find out the name of the business, the name of the office building/complex, nursing home or hospital. List building/suite numbers. 4. Ask for the type of alarm (water flow, smoke or fire) and area of coverage. 5. Find out if the alarm company has had any contact with the location and record any information provided in the text. Remember you do not need to call the location; the number is for fire dispatchers if necessary. Remember, we do not cancel. Record the request and the responders will slow their response.
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Residential Fire Alarm Use this call class when the caller advises a fire alarm is activated at a single or double family dwelling. This includes mobile homes. Key Information: 1. Routine questions 2. Obtain all alarm company information: name of company, reporting operators name and ID, call back number and reference number if available. 3. Ask for the name of the resident and their phone number. 4. Ask what type of alarm (smoke, water) and area of coverage. 5. Ask if the alarm company has made contact with resident and record any information in the text. The same rules apply regarding calling the location and cancellations. Commercial Building Fire Use this call class when the caller describes visible smoke, flames or any suspicion of fire at a structure other than single family dwellings or duplexes. The following structures will be categorized as commercial buildings: one-story shopping centers, standalone businesses, fast food chains, real estate offices, medical offices, office buildings, nursing homes, apartments, highrise buildings or the detention center. Key Information: 1. Routine questions 2. Find out if there is smoke or flames visible and where exactly are they coming from (specific room, appliance, furniture, closet, etc.). 3. Determine the type of building, name of business, number of floors and building or suite number. 4. Find out if building is occupied and if anyone is injured or trapped. 5. Instruct the caller to have everyone leave the building if safe to do so. 6. Determine if anyone will be meeting the responders. 7. Advise the caller to call 911 from a safe location if the situation changes before the units arrive. 8. Do not advise the caller or anyone trapped to jump from upper floors. Determine their location and the best route to find them and record the information in the text. Tell them to hang a sheet or something visible from a window to show their location. 9. Advise caller or anyone trapped to stuff wet towels under the door and stay low and if smoke is in the room have them breathe through a thin wet cloth (T-shirt, blouse, etc. if available) to filter the smoke.
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House Fire Use this call class when the caller describes visible smoke, flames or any report/suspicion of fire at a single/double family dwelling. This includes houses and duplexes. This does not include apartments, town homes, condominiums or mobile homes. Key Information: 1. Routine questions 2. Find out if there is smoke or flames and where exactly are they coming from. 3. Determine if anyone is injured or trapped inside the residence. 4. Instruct caller to have everyone get out of the house, if it is safe to do so. 5. If caller or anyone is trapped, find out where they are and instruct them to hang a sheet or something from the window to alert rescuers. Do not advise them to jump from upper floors. 6. If the room is filled with smoke, advise them to breathe through a thin wet clothe (shirt, sheet, etc.) to filter the smoke. 7. Advise caller to call 911 from a safe location if anything changes before responders arrive. Mobile Home Fire Use this call class when caller describes any visible smoke, flames or any report/suspicion of fire at a mobile home (regardless of size). Key Information: 1. Routine questions 2. Find out if there is smoke of flames and where exactly are they coming from. 3. Determine if anyone is injured or trapped. 4. Find out the name of the mobile park, the lot number or street inside the park, and ask how close the mobile home is to another one. 5. Instruct caller to have everyone get out of the mobile home, if it is safe to do so. 6. If caller or anyone is trapped, find out where they are, and instruct them to hang a sheet or something from the window to alert rescuers. Do not advise them to jump from windows. 7. If the room is filled with smoke, advise them to breathe through a then wet cloth (shirt, sheet, etc.) to filter the smoke. 8. Advise caller to call 911 from a safe location if anything changes before responders arrive. Commercial Gas Leak Use this call class when the caller describes any suspicion/detection of a natural gas leak at a commercial building or work site. Suspicion might include a hissing sound, a strong natural gas odor, or an obvious gas line rupture. Key Information: 1. Routine questions 2. Determine if caller is familiar with the situation or the source of the leak. 3. Determine if anything is on fire. If so, advise fireboard immediately. 4. If inside, instruct them to put the phone down gently, and do not hang up. 5. Instruct them not to operate anything electrical, including light switches. 6. Advise them not to pull the fire alarm 7. If inside, advise caller to have everyone leave the building, if safe to do so. 8. If outside, instruct everyone to stay away from the immediate scene. 9. Determine who will meet with the responders. 10. Advise caller to call 911 from a safe location if situation changes before units arrive.
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Residential Gas Leak Use this call class if caller describes any suspicion/detection of a natural gas leak at a single or double family dwelling. Suspicion might include a hissing sound, a natural gas odor or an obvious gas line rupture. Key Information: 1. Routine questions 2. Determine if gas leak is inside or outside. 3. Determine if caller is familiar with source of leak. 4. Determine if there are any flames. Inquire about the color of the smoke. 5. If gas leak is inside, instruct caller not to operate any electrical devices, including light switches. 6. Instruct caller to lay phone down gently, and not hang it up. 7. Have caller to evacuate the residence, if safe to do so. 8. If outside, instruct caller to keep everyone away from the immediate scene. 9. Determine who will meet with the responders. 10. Advise caller to call 911 from a safe location if situation changes before responders arrive. Building Collapse Use this call class when a caller describes a building that has collapsed with no indication of fire, smoke, flames or gas odor. Key Information: 1. Routine questions 2. Determine if anyone is injured, trapped or buried. Find out how many and their location. 3. Find out what type or size of structure collapsed. Determine if it was under construction. 4. Ask if caller is familiar with the cause of the collapse. 5. Find out if anything is on fire or smoking. If so ask for the exact location and the color of the smoke. 6. Ask if the caller is familiar with any hazardous materials inside the structure. 7. Find out if anything else is involved (vehicle, construction equipment, power lines, etc.). 8. Ask if there is any suspicion of a gas leak. 9. Instruct caller to wait on rescuers for rescue efforts. 10. Instruct caller to keep everyone away from the structure. 11. Determine who will meet with the responders. 12. Advise the caller to call 911 from a safe location if the situation changes before responders arrive. Auto Fire Auto Fire on Interstate This call class is used when a caller reports a regular capacity vehicle is on fire. This includes cars, SUVs, minivans, passenger vans, pickup trucks, and small delivery trucks. Key Information: 1. Routine questions 2. Determine if smoke or flames are visible. 3. Determine if anyone is inside or injured. 4. Ask for a vehicle description, and if there is any indication that hazardous materials are present. 5. Find out if vehicle is located in a garage or close enough to a structure to ignite the structure. 6. Ask if entire vehicle is burning or just parts of it. Include the color of the smoke. 7. Instruct caller to keep everyone at a safe distance away from the vehicle. 8. If the vehicle is near or inside a structure, advise the caller to keep everyone outside. 9. Determine who will meet with the responders. 10. Advise caller to call 911 from a safe location if situation changes before responders arrive. 11. If an Auto Fire on Interstate remember to get the exact location.
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Tractor Trailer, Camper or Motor Home Fire
Use this call class when the caller reports that a large truck is on fire. Examples would be an 18 wheeler, RV, Garbage truck or any large commercial truck. Key Information: 1. Routine questions 2. Follow the same line of questioning as an Auto Fire. 3. Focus on the potential for hazardous materials. 4. Find what cargo was on the truck and/or inquire regarding if the tank is round or square and what if any placards were displayed. Advise the dispatchers of that information. Train Accident Use this call class to describe any accident involving a train (train and vehicle, train derailment, etc.). Key Information: 1. Routine questions 2. Determine if anyone is injured or trapped. 3. Ask if there are any box cars marked indicating they contain hazardous materials. 4. Ask if there is anything on fire and what color the smoke is. 5. If call does not come from railroad personnel, use the atlas to determine the company that owns that particular track and notify them. 6. Advise caller to keep everyone away from the scene. 7. Determine who will meet with responders. 8. Advise caller to call 911 from a safe location, if the situation changes before responders arrive. Reports of railroad crossing arms malfunctioning will be entered as Street Hazard. You should determine the railroad company that owns that particular track and advise them. Confirm with the caller what the actual malfunction is, as the railroad company will ask. Assist Other Agency or Person Use this call class when a request is made for mutual or automatic aide. It is also used when someone requests assistance that is not an emergency. An example would be helping an elderly person into a wheelchair who is not injured or sick. You may also use this call type for an individual who has fallen and is not hurt and someone needs help picking them up. Key information: 1. Routine questions 2. If call is for mutual or automatic aide get the name of the agency or department, the name of person making the call, their callback number and the type of incident. Ask how much equipment they may need and for how long. 3. Determine where they need our units to report and the name of the commanding officer our administrators can confer with. 4. Find out their radio frequency and any cellular phone numbers available. 5. Immediately dispatch the requested equipment.
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Citizen Assistance: Key Information: 1. Routine questions 2. Make sure there is no indication of injury or an emergency situation. 3. Indicate the problem in the text. Always confirm that the caller does not need medical assistance.
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Fire Message Use this call class to enter a message for a fire fighter or the fire dispatchers. This may be a telephone message, or to notify on hydrant shutdowns, sprinkler issues, road closures, etc. Key Information: 1. Be certain to obtain the callers name and callback number along with the companys contact information. 2. If it is regarding hydrant outages, road closures or sprinkler/alarm outages find out how long they will be out of service. 3. If it is a personal message, confirm you are sending the message to the correct person.
Fire Investigation This call class is used when a caller reports a situation that requires a non-emergency response in order to determine what the problem may be. Examples include a strange odor in an area, light smoke with unknown origin, caller needing help turning off water supply or a sparking transformer. Key Information: 1. Routine questions 2. Ask questions to rule out a specific fire or medical emergency. 3. Describe in the text, what the caller is concerned about. 4. Ask caller to meet with or flag responders down. Smoke Odor Use this call class when you receive a report of smoke odor without the visual indication of smoke indoors at any single structure. Key Information: 1. Routine questions 2. Ask if caller can describe the odor (electrical, gas, something burning, etc.). 3. Ask how strong the odor is, and if they can determine the source. 4. Instruct the caller to have everyone, if safe to do so, wait outside. 5. Determine who will meet with responders. 6. Advise caller to call 911 from a safe location if situation changes before the responders arrive.
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Search for a Lost Person Use this call class to request manpower and equipment to assist in a search for a lost child, elderly person, demented person, or any other missing person with medical needs that is believed to be in a particular area. This call class should be sent to both Police and Fire. Key Information: 1. Routine questions 2. Find out all descriptive informationname, age, physical and clothing. 3. Find out when and where the person was last seen. 4. Indicate in the text why the search is required (physical/mental impairments, age, medical conditions, or suicidal tendencies etc.). 5. Ask about potential hazards in the area (construction sites, culverts, ponds, etc.). 6. Ask caller to check with friends or relatives in the area. 7. Find out if caller has checked all obvious places such as hiding places. 8. Determine who will meet with responders. 9. Advise caller to call 911 if situation changes before responders arrive. Unlock a Vehicle or Door Use this call class to request fire manpower to help someone unlock a vehicle or door. This service is only provided when the locked vehicle or door poses a fire hazard or other life threatening situations. Children or animals locked inside or running vehicles are considered emergencies. When it is believed that someone inside a building needs medical, fire or police assistance we will respond. If there is a possibility that a fire may result (food left on stove, heater on, etc.) we will respond. Key Information: 1. Routine questions 2. Determine if situation fits the emergency criteria. 3. If there is someone needing medical attention, use that call class and indicate in the comments that an unlock is needed. 4. If the criteria are not met, advise the caller to call a locksmith. Water Rescue Use this call class when the caller advises a victim needs extrication from a body of water (pond, lake, river, pool, etc.). Key Information: 1. Routine questions 2. Determine if subject is still in the water, exact location of subject, name and approximate age of the subject. 3. Determine if caller knows how accident happened and if they will be a witness or meet with responders. 4. Advise caller not to enter the water. 5. Instruct caller to call 911 if the situation changes before the responders arrive. Wash Down Use this call class to describe any event that will require fire hoses to wash or clean an area. Examples would be excessive mud in the roadway, liquid spills other than hazardous or fuel or glass from a vehicle accident. This call will often come from field personnel or other support agencies.
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Key Information: 1. Determine what needs cleaning up and the exact location. 2. Ask the caller or requester to approximate the size of the spill. Wires Down Wires arching or sparking Use this call class when a caller reports hazards caused by damaged or dangling electrical wires or poles. Police assistance may be needed for traffic/crowd control. Key Information: 1. Routine questions 2. Ask caller which lines: pole to pole or pole to business or house. 3. Ask if the lines are arcing or sparking. 4. Find out if the lines are resting on the roadway, guard rails, fence, etc. 5. Find out if the caller knows what happened. 6. Instruct the caller to keep everyone away from the lines. Consider them to be energized. 7. Determine who will meet with the responders. 8. Advise caller to call 911 from a safe location if the situation changes before responders arrive. Tornado Touchdown Use this call class when there is a report of a tornado touchdown resulting in injury and/or property damage. Key Information: 1. Routine questions 2. Determine the exact location. 3. Find out if anyone needs medical attention or if anything is on fire. 4. Instruct caller to find shelter.
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Chapter Four General Assistance

Inquiries from the Public: All inquiries from the public regarding incidents handled by our center should be handled professionally and courteously. You may share with the caller general information about the incident, such as location, and the fact that the police and/or fire department is responding to a request for service. Advise the caller the incident is still under investigation and you cannot provide any further information. Do not respond to questions from callers with I do not know. This statement leads callers to believe you and the other Emergency Communications Officers are incompetent. If they are not satisfied with your telling them that it is under investigation, refer them to your supervisor. Remember to brief your supervisor on the situation before they speak to the caller. If the caller is requesting information or needs a service we do not provide you should make every attempt to refer them to the appropriate agency or service provider. Avoid sending them on the run-around. Most of the time, they will end up calling back and then they are upset. Calls from the Media: All center personnel can relay traffic information to media personnel such as accidents, stranded motorists, road closures, or hazards. All center personnel can confirm the location and call class of an incident, but further information requests should be forwarded to shift supervisors. Supervisors are responsible for handling media inquiries and relaying discreet information. Questions relating to death, injury, damage and further details should be referred to the appropriate Public Information Officer. Calls from Public Safety Personnel: Incident inquiries from other DPS employees should be handled tactfully and professionally. Information should be given out on a need-to-know basis. Supervisors are responsible for handling the dissemination of information for command level employees. Dissemination of Employee Information: We have access to confidential employee information and may receive requests for that information. It is our goal to protect employees personal and confidential information. If the public or media requests information on an employee, you may tell them their last name, badge number, precinct or station location, and work phone number. No further information should be given. Under no circumstance should you divulge an employees home address, social security number, home, cellular or pager number, or any personal information. If someone insists they must speak with the employee, ask the reason for the request and verify that it cant wait until the employee returns to work. If not, take the callers name and phone number and advise them you will attempt to contact the employee and relay the message. If you are unable to contact the employee, recontact the caller and advise them of your effort. If the caller is another Public Safety employee you are required to verify the callers employment. If you recognize the callers voice and are familiar with them that is verification enough. If not, ask for personal information of the caller that you can verify their identity. If you cannot confirm the callers identity refer the call to the supervisor. Never give employee information out without confirming the callers identity. Calls That Can Be Handled By Phone: Certain calls for police reports can be handled by telephone. The Emergency Communications Officer will screen the call and determine the need for a report and if the report can be handled over the telephone. If it is determined that the call can be handled over the phone, advise the caller of that and explain that you will be referring them to the appropriate Precinct Duty Officer to take their report. If the caller still requests or demands an Officer response you must enter the call for dispatch. Make a note in the text of the call that the caller refused to allow a PDO to handle. The following criteria will be used to determine if the call can be processed by telephone: a. No personal injury has occurred and no one is in present danger. b. The offense is not in progress c. The caller is not reporting a stolen vehicle d. The caller is not reporting a runaway e. Suspect(s) are no longer on the scene
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f. g.
No physical evidence is at the scene Damage is not extensive or wide spread
Based on the aforementioned criteria, the following calls can generally be handled over the telephone: a. Theft by taking-which occurred over one hour prior to the call with no extenuating circumstances. b. Gas drive offs c. Suspicious person/vehicle that has left the area for over 24 hours d. Shoplifting if perpetrator is no longer on scene e. Harassing phone calls f. Lost property g. Criminal trespass/damage to property that occurred over one hour prior to the call h. Supplemental reports-Calls reporting cancellations of runaways or stolen vehicles cannot be processed over the telephone Callers with complaints that fit these criteria will be given the telephone number to the nearest Precinct Duty Office and instructed to call at their convenience.
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Manual Call Taking: It is our goal to make the use of manual dispatch cards easy and effective for the times when they are necessary. Manual dispatch cards are only to be used when the CAD system is not in full operation. If the CAD system is up and running, all information should be entered and processed on the CAD system. The cards should not be used for taking notes, messages or scratch paper. Manual dispatch cards are considered permanent records and must be completed with that in mind. All information required in the CAD text is on the cards along with Emergency Communications Officer and responder identification numbers. Times requested should also be entered. The information from the card is the only resource for recreating the call for CAD entry when the system is back up. Therefore, it is essential to be certain that the minimum information be entered: a. Date and time the call was received b. Location and cross street c. Apartment or suite and building number if applicable d. Police or fire zone-call taker is required to look it up for each call e. Call class or signal f. Map page g. ID of call taker and dispatcher h. Indicate if contact requested by checking Y or N i. Complainant name, address and call back number (unless they are anonymous) j. The back of the card is reserved for comments and narrative (make sure the dispatcher is aware that information is one the back) The cards are color coded for easy recognition and the layout is different based on the incident type. Every effort should be made to use the appropriate card. a. Pink/reddish- used for all priority one medical, police and fire calls b. White- used for all calls and messages that are not priority one c. Blue- used for all field initiated calls such as traffic stops, flag downs, onviews, etc. d. Orange- used for fire calls and medical calls.
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Avoiding Call-Taking Pitfalls

The information received by a caller during the critical early moments of an incident play a crucial part in the successful deployment of the Northern Middlesex Region Emergency Response System. The liability involved in establishing the appropriate call type and level of response underlines the importance of adhering to established procedures, protocols and guidelines. The information provided by the call-taker can be the determining factor during incidents in which lives are affected and changed forever. Everyone must be cautious to avoid common pitfalls when entering calls. You should make all efforts possible to obtain the necessary pertinent details and enter the information into the text of the call. It takes less time to do it right initially than to have to call back or explain your actions later. Keep in mind that every time you submit a call that is incomplete there is a delay in relaying the needed information. That delay may affect someone the rest of their lives. In 911/Communications we do not always have the luxury of a second chance. You may only get one time to get it right. Here are some of the most common pitfalls that you need to watch for: 1. Taking the Call-taking guide literally The call-taking guide provides general questions and issues for you to consider for specific situations. It also provides specific policies and procedures. However, there may be times that a call has unusual circumstances that are not covered in the guide. In those instances you should ask other questions in order to obtain the answers you need. The call-taking guide also list questions in a certain order. Again, depending on the call this may not be possible. Sometimes the caller states answers to questions as the call is initiated and you wont have to ask those specific questions. However, it is imperative that you make sure you do ask all pertinent questions. Do not get side tracked by the details given and forget to cover routine questions. The caller probably is not aware of the information you need, so if you do not ask they may not give it to you. 2. Failing to clarify responses Often times a callers response to your questions will be confusing or insufficient to support their claim. In those cases you will need to have them clarify their responses. Ask additional questions or speak with someone else if necessary. Do not settle for unclear answers-ask, ask, ask! If the information provided is incomplete, ask questions until you have all the details you need. The caller has preconceived ideas of the information you already have or need. For example, they may believe the name of the apartment complex is enough to establish location. But to get an exact location you need an apartment name and building/apt number so you must ask for it. In another example, you are given the location of an accident onI495 in Northern Middlesex Region. They may believe this is sufficient. But getting an exact location including direction and a cross street on I495 affects beat structure and response. You are responsible for obtaining this information from the caller. It is also important to clarify the meaning of uncommon details. For example, if an alarm company advises activation in Zone 2, you will not know where Zone 2 is, nor will the responders. Therefore, you would need to ask for more details. In cases where other law enforcement agencies refer to signals and/ or codes you should confirm their meaning as they are not always the same as ours. Again, you are responsible for the information you gather or fail to gather. 3. Failing to explain details thoroughly Another common pitfall call-takers make is entering confusing or unusual details without explaining their meaning. They focus solely on asking questions and entering responses but fail to review the entry to make sure it is clear and understandable. Your entry should be written to allow the dispatcher and responder to draw a mental picture of what the caller advises. Chances are if it does not make sense to you, it wont make sense for who else is reading the entry. Puzzling and confusing details can cause a delay in response that may result in a libelous situation.
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4. Being a know it all Although you have a wealth of knowledge and information available to you and you have basically heard most situations many times, you do not know everything. Recognize this and ask for assistance in obtaining information that you do not know. You are not expected to have all the answers. Utilize the knowledge that callers, co-workers, supervisors and other resources can provide. For example, if a caller can only provide a landmark you are not familiar with; ask if anyone else is familiar. Chances are someone else will know or be able to refer you to a resource. In another example, someone may overhear you discussing an incident or specific place they are familiar with and they will offer feedback. Do not become upset at them for interrupting and/or contributing information. Listen to see if what they are offering is helpful to you. In regards to locations and directions, perhaps a co-worker drives by that location on their way to work and knows what landmarks you should ask for. There is always the chance that someone else has taken a call related to the call you are helping. Callers may refer to a law or other legal jargon when asking questions or requesting assistance. Avoid arguing with them, acknowledge their being familiar and if you need the information use it and if not thank them for the information and continue obtaining the details you need. For example, a caller inquiring of a traffic citation may be an attorney and be familiar with traffic codes. It is not your job to confirm the validity of the officers actions nor are you required to know the traffic codes. Therefore, you would not argue with the caller but kindly refer him/her to someone that can assist. 5. Using the unknown cop out Far too many times call-takers enter unknown in the text, when they forget certain details. Other common catchalls are caller was unfamiliar, caller didnt advise or unavailable. If it is true, there is no problem with using one of the above phrases. However, it is against policy to lie or alter details especially those relating to caller or responder safety. Failing to ask a question and covering it up may come back to haunt you. If the call is investigated, pulled for QA review, or the caller makes a complaint, your credibility will be questioned. For example, you take a call reporting a domestic and you forget to ask about weapons. The officer arrives on the scene and is shot by a party on the scene. If you had asked about weapons, the scene approach may have been different. Responders rely heavily on the details provided by the call-taker. Putting unknown because you forgot to ask could get someone hurt. Do not cover. Call back! Get the answer. There will be times when you are unable to obtain details or the caller is uncooperative. You should indicate that in the text but offer an explanation such as caller was not on scene, caller did not know, caller hung up, etc. This alerts the dispatcher or responder that you did ask but was not able to obtain the information. 6. Withholding relative details All citizens deserve the same level of response. There may be times that it is necessary to inform responders that certain individuals are involved in an incident. If a responder could be affected by a call in anyway he/she needs to be notified. For example a party in an accident is a relativethey need to be aware of that. If they are off or not at home they will need to be found. Sometimes parties are famous or popular figures. This can have an effect on the responders in many ways. Examples include but are not limited to crowd control, media response and legal issues. This may also affect the way the dispatcher will have to handle the radio transmissions. Another example of relative information would be, Something peculiar about the way a caller responds. If they appear frightened or suspicious and fail to answer your questions let the dispatcher know and explain why. The caller sounds afraid to talk, I heard muffled noises, or the perpetrator may on scene. Again, explain your thoughts but do not withhold them, they could prove to be correct. You have been trained to pay attention to background noises and other signals when taking a call. Your impressions are important and can make a difference. 7. Relying on CAD to think for you CAD is a great asset for the call-taker. It can be a time saver and a great resource of information. However, CAD is only as good as the information that is entered. The computer is merely a tool and you have to utilize it correctly in order for it to work properly.
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8. Depending on a call-back You should treat every contact with a caller as though it may be the only opportunity to speak with them. Far too many times calls are disconnected or the caller cannot remain on the phone. You should make every attempt to obtain all necessary information when you have the caller on the phone. All information is needed such as contact person, call back number, location (directions if necessary), descriptions of persons, vehicle, and incident details, etc. Call taking requires a great deal of knowledge, attention to detail, thoroughness and, above all, attentiveness. It is a hard job and sometimes under-appreciated. However, this job is worth engaging and doing well. If calls are taken poorly, no other part of the public safety communication function can make up for the deficiency. As a call taker, your role is crucial and you are important. Take it seriously and take pride in what you do! Remember that you may only have one chance to get the information that will affect a victims life or first responders life forever. They need you.
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Fire/EMS Communications Policy

The purpose of this policy is to establish procedure for all radio communications, which are in compliance with the local, state and federal laws and the Federal Communications Commissions rules and regulations. Our goal is to ensure citizens and field units safety during the rapid and efficient response to calls for service by using clear and concise radio transmissions. This policy is used by all fire and medical units, which receive service from the RECC. This policy is addressed to the fire department field units and has also been incorporated into the policies of the RECC.
I. General Considerations
Attention to detail, integrity, accuracy, and courtesy are expected of all personnel in official communications. Profanity and discourtesy in official communications are strictly prohibited. Do not willfully or maliciously interfere with any radio communication or signals.
II. Authority
Communications Officers work under the authority of the Director in the performance of their duties and when assigning calls for service. The following guidelines will be used when dispatching mutual aid: A. Mutual aid will be defined as aid for any incident not specified as automatic aid that is of such complexity or size that units from either department would be needed to mitigate the incident, i.e. hazmat, technicalrescue, large fires etc. The following procedures will be used to request mutual aid: a. Fire Chief or Acting Chief may request Mutual Aid via radio or telephone to the RECC. b. The dispatch center will forward the request to the appropriate jurisdictional chief officer without delay. c. The assisting chief officer of the jurisdiction being asked for assistance will fill the request to the reasonable extent possible. d. The dispatch center will dispatch the authorized mutual aid units or notify the requesting chief officer of denied mutual aid requests.
III. Terms
The following terms will be used by all personnel to refer to the different apparatus used in the field: Apparatus Term Air Ambulance BERT Car Command Consp Crash Decon Engine Gator GSAR Hazmat Medops NBC Rescue BLS/ALS service, No transport capabilities Reserve Explanation Truck used to supply air bottles Medical Transport Vehicle Bicycle Emergency Response Team Command level personnel - Chief or battalion Chief Unit maintaining command at a scene Confined space unit Airfield rescue firefighting vehicle Decontamination unit Fire engine, pumper, medical capabilities Golf cart style Utility vehicle Massachusetts Search and Rescue Truck Hazardous materials vehicle Medical operations vehicle Nuclear Biological Chemical
An apparatus that augments the normal apparatus configuration

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Squad Tanker Trench Truck Utility Unit
Technical rescue support vehicle Vehicle used to carry and supply water Truck and equipment for trench cave-ins Ladder truck, aerial platform. The term Ladder may be used by other jurisdictions. Pickup truck for maintenance, supply, etc. Specialized response unit
IV. Use of Radios

A. Fire Department radio frequencies are to be used for emergency and other official communications; non-essential business related car to car communications will be conducted on the support and private channels. Do not use radio channels to conduct communications not related to town or city business. B. Always identify yourself by your assigned unit type and number when generating radio traffic on a public safety radio channel. a. Dispatchers will all be identified by the name Radio regardless of which channel, fireground, or jurisdiction they are working. b. When you raise a Dispatcher, state your unit type and number first then radio. c. When you raise a Dispatcher on the radio, they will answer you with your unit type and number to let you know it is your turn to talk. d. When you raise another unit, state your unit type and number first and then the unit you are trying to raise. e. When, as a field unit you are being called on the radio, answer with your unit type and number to let the caller know he has reached the right unit. f. All communications with the Dispatcher will take place on the main Fire channel, the designated fireground or support channel. C. Field Supervisors and Communications Supervisors have the responsibility to monitor the radio communications of their employees for compliance with this policy. D. Listen before you transmit. Never key a radio without first listening to see if someone else is talking. E. All units should request that the dispatcher move to support radio channel on main dispatch prior to transmitting on Support Channel.
V. Common Language
All radio transmissions will be made using plain language and common terms. The only signals and codes permitted on fire radio will be the following:
VI. Phonetic Alphabet

The phonetic alphabet is used to clarify letters that may sound the same when spoken over the radio. Use only the phonetic alphabet listed below. State the letter first, then the phonetic word. For example, A Alpha, D David, Z Zulu.
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Letter A B C D E F G H I J K L M N O P Q R S T U V W X Y Z
Phonetic Alpha Bravo Charlie Delta Echo Foxtrot Golf Hotel India Juliet Kilo Lima Mike November Oscar Papa Quebec Romeo Sierra Tango Uniform Victor Whiskey X-ray Yankee Zulu
VII. Dispatch Procedures

A. Communications Officers will screen incoming requests for service and determine the appropriate call class for each request. All initial dispatches will take place on the main fire dispatch channel. Stations will be toned out to receive dispatches. All field personnel are responsible for monitoring the main fire dispatch channel for their dispatches and to stay familiar with activity in the stations around them. Three tones (approximately 2 seconds each) before a dispatch will require three or more units or a full response.
B. Dispatching Procedures 1. Standard Calls A standard call requires one or two fire units to be dispatched. The dispatcher will activate one alert tone immediately prior to dispatching all of these calls. All alert tones used to signal a forthcoming dispatch will be Alert #1 (Long / Steady tone). The dispatcher will use the following procedures: Display the call in CAD for dispatch. Assign the appropriate units to the call. Dispatch the call when the speakers are on / open. Activate one alert tone, and provide the dispatch information in the following order: 1. All unit / units to respond as listed in order on the run card 2. Type of call / incident type 3. Street address, cross streets and map book coordinates 4. Important information regarding the call
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2. Multi-Unit Calls A multi-unit call requires three or more fire units to be dispatched. The dispatcher will use the following procedures: Display the call in CAD for dispatch. Activate three alert tones. Provide the dispatch information in the following order: 1. First-due in piece of equipment 2. Street address of the call 3. Dispatch classification of the call 4. Fire ground channel assignment When the speakers are on / open, dispatch the call by providing the information in the following order: 1. All units to respond as listed in order on the run card 2. Type of call / incident type 3. Street address, cross streets and map book coordinates 4. Critical details of call 5. Fire ground channel assignment After all units have responded on the assigned fire ground channel, repeat the dispatch with any updated information, if available. Wait until all units have responded, instead of acknowledging each unit individually. C. Each responding unit, once in the vehicle and moving, will advise the Dispatcher of that units response. If the en route status has been indicated using an MDC, the unit must transmit that status via the radio as soon as airtime is available if the dispatcher has not yet acknowledged the en route status. Dispatchers are often busy with simultaneous tasks and may not notice the status change from a particular unit on the CAD screen. D. After all units have indicated they are en route, the Dispatcher will repeat the preliminary dispatch and including any further relevant information available. E. Field units whose MDC is not working properly can ask the dispatcher to repeat the call if necessary. F. If any dispatched units fail to respond, the Dispatcher will raise the field unit again. If a unit does not respond after two (2) attempts within two (2) minutes, the Dispatcher will call the station. If no contact is made, they will assign the call to the next closest unit and notify the appropriate Battalion Chief that the original unit did not respond to the call. G. The highest ranking officer assigned to the call will have the authority and responsibility to upgrade, downgrade,cancel and/or modify any response to meet conditions and demands in the field. All changes will be communicated to the Dispatcher via radio. H. Each field unit changing status will advise the Dispatcher via radio and wait for acknowledgement. I. The term company will not be used because of multiple jurisdictions operating on the same channel.
J. All units will respond and acknowledge on the assigned fireground channel. The highest ranking officer may request that an event be moved to another channel. All channel assignments will be made and coordinated by the Dispatcher.
K. No fireground channels will be used by field personnel without prior notification to the Dispatcher. Field personnel may request an open fireground channel for talk around purposes. The Dispatcher will assign the fireground and advise if the channel will be monitored by a Dispatcher or unmonitored. The field personnel will advise the Dispatcher when they have cleared the channel so it can be freed for other use. Dispatchers may direct field personnel to clear a fireground or channel so it can be used for other traffic. L. Command and control of a multi-unit and multi-jurisdictional incident will be assumed by the incident jurisdiction in a timely manner. M. The computer aid dispatch (CAD) system in the communications center will be used to determine jurisdictional boundaries. Fire reports, responding unit reports, and other emergency incident information reporting are the responsibility of the responding agency in the event of single unit responses, or multi-unit responses in those units jurisdiction.
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N. In the event of multiple unit responses involving both jurisdictions, the data requirements become the responsibility of the jurisdiction in which the incident is located.
VIII. Alert Notifications

A. There are three distinct sets of alert tones used on the radio system: Alert 1 Long steady tones One alert tone prior to each dispatch with one or two units Three (3) steady tones that last approximately 2 seconds to notify of a forthcoming multi-unit dispatch Alert 2 Alternating high/low tones Alternating high/low tones used to announce immediate evacuation of a structure, area, or fireground. The incident Commander will advise of evacuation over the radio. Field personnel also activate their air horns. - To be used as Mayday alert tone. Alert 3 Short fast tones Short/fast tones which are higher in pitch than the steady tones used to announce an urgent message which includes a weather alert, or an emergency including SIP activations and deactivations.
IX. Scene Arrivals

Each unit to arrive at a scene will notify the Dispatcher by providing the assigned unit number and stating on scene. Every scene to which multiple units are dispatched will have Command established by the first unit to arrive. Command may be transferred to another unit at any time. 1. When communicating on the radio, all single unit scenes will continue to identify themselves as their assigned unit type and number. 2. The name Command will be used for any scene involving two or more vehicles and will include the geographic location. This will help those listening to the radio pinpoint the location. B. The first unit to arrive at the scene will give an initial report or size up that will include, at a minimum, the following information: 1. Location 2. If appropriate, brief description of conditions as observed (type of structure, observable fire involvement, direction of spread, victims, etc.) 3. Action in progress by the field unit (establishing command, investigating, evacuation, etc.) 4. If appropriate, additional resources required (need police, cancel other responding units, etc.) C. The Dispatcher will repeat to confirm the initial report for all other responding units to hear. A.
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X. In Service from Dispatch

A. When you complete a call, and are ready to leave the scene, notify the Dispatcher of your status and your next anticipated destination (e.g. in service returning to quarters, out of service en route to the hospital to pick up personnel, etc.) B. It is the responsibility of the highest ranking officer on each apparatus to account for the personnel assigned to that apparatus and to give the Personnel Accountability Report (PAR) over the radio when requested by Command. C. If the actual address of your call is different than the address given by the Dispatcher, advise the Dispatcher of the correct address so the computer system can be correctly updated.
XI.
A.
Cancellation of Units
If units have been dispatched to a commercial, multi-family or single-family structure fire that was reported by an alarm company or any other means due to observed or reported fire, but the complainant later reports that units are not needed, the first in unit will continue to respond in a non-emergency mode. All other units will be cancelled. B. Upon arrival, they will make sure no hidden fire exists. If dispatched per an alarm activation they will verify the cause of the alarm and ensure that any activated fire alarm is silenced, reset or other appropriate actions are taken such as fire watch. C. On single family residential structure fires that have been requested via an alarm company, the single engine dispatched can be canceled if the alarm company confirms an inadvertent activation. On all alarm requests a run number must be generated and a report filled out indicating that an alarm was the cause of the dispatch for the proper record keeping purposes. D. If a police unit has arrived on the scene of a motor vehicle accident (MVA) with injuries prior to the arrival of a fire unit or ambulance and they advise there are no injuries on the scene, fire units can be cancelled. The responding ambulance should also be notified. E. Units that have been cancelled while en route or while staging must acknowledge the cancellation by advising the dispatcher the unit number and clear to cancel or the unit number and in-service. For units not acknowledging a cancellation, the dispatcher will raise that unit and confirm its status.
XII. Mayday Response (refer to CCFES Mayday Policy Section 5-2)

A Mayday event is a situation where one or more firefighters operating at an incident could sustain serious injury or death due to entrapment, building collapse, depletion of air supply, etc. Command and control of the incident is the utmost importance. 1. Upon receipt of a Mayday transmission, the Incident Commander (IC) will acknowledge and confirm the firefighter(s) location and status, if that information was given (NOTE: if the Dispatcher hears a Mayday signal that is not acknowledged by the Incident Commander, the Dispatcher is to advise the Incident Commander that a Mayday transmission was given, along with the Unit number involved) . A firefighter may not be able to verbally communicate the Mayday. In that case, they are to activate their emergency button. Any time there is an emergency activation from a crew at an incident scene and no communication is made, the Dispatcher shall notify the IC immediately. 2. The IC will contact dispatch, notify them of the Mayday, and request the Mayday Response Package. 3. The IC will activate the RIT and assign a crew to be RIT support. 4. Dispatch will sound one long ( 1 to 1.5 seconds) emergency Alert Tone #2 ( alternating high /low ) to signal a radio emergency and assign a separate fireground channel for those not involved in the Mayday. The IC, the RIT, and the firefighter(s) who declared the Mayday will stay on the original fireground channel. All other crews and apparatus will tune their radios to the newly assigned fireground channel. Only communications pertaining to the Maydayaretobetransmittedontheoriginalfiregroundchannel. 5. A Mayday communication is different from: A call to evacuate, which usually means we are shifting from an offensive to a defensive operation and is initiated by a simple radio communication. An emergency evacuation, which usually means the same thing, but implies that the evacuation needs to happen immediately without any hesitation. It is initiated by a radio communication of Emergency Evacuation, repeated by a dispatcher and accompanied by three sets of high-low tones over the radio while all available engineers sound their air horns for the same time duration. 6. If the IC cannot identify the firefighter(s) in trouble, or their location, he/she should initiate Personnel Accountability Report (PAR) beginning with interior attack crews and working out. Once the individual or crew has
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7.
8.
been identified, determine if anyone on the scene knows the firefighters last location. When an approximate location has been determined, the RIT can be deployed. Once the IC has requested the Mayday Response Package, the Dispatcher will immediately initiate the following: Send an additional 3 engines, 1 truck, 1 rescue and another Chiefs Car. Send Medical Operations unit Send Two Ambulances Advise Air Ambulance (Put on ground alert and launched only when IC requests) Send a CIN page to notify the Command Staff and PIO. (Usually completed by a Radio Supervisor) Once the IC announces the end of the Mayday, give a CIN page will be sent to the Command Staff and PIO with this and any other updated and pertinent information.
Avoid communicating the names of the deceased or seriously injured firefighters over the air.
XIII. Phones
A. B. If a Dispatcher asks you to call the Communications Center, dial XXX-XXX-XXXX and ask for the appropriate Dispatcher. You may dial 911 to reach the Communications Center if the Dispatcher specifically requests that you dial 911.
XIV. Complaints
A. B. All complaints on field units coming through the RECC will be forwarded to the on duty Battalion Chief/Assistant Chief. All complaints from the public or within public safety about RECC personnel should be forwarded through your field supervisor to the on-duty Communications Supervisor.
XV. Checking Welfare Status

A. For all single unit events, Dispatchers will check the welfare of the field units to determine if they need any assistance. This procedure is designed to monitor the safety and well-being of the field units. If no contact is made with on scene personnel for 15 minutes of the field units arrival on scene, the Dispatcher will ask status. If field personnel feel safe they should answer OK. B. If the field personnel do not feel safe and wish for the Dispatcher to check on them, they will advise OK at present. The Dispatcher will continue to check on the welfare of the field units every four (4) minutes until an OK is received. C. For all multi-unit events, the safety and well-being of field personnel will be the responsibility of the Incident Commander.
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XVI. Recording Dispatch Times

The following times will be transmitted by fire department field personnel via radio and documented by the Dispatcher: A. en route time for each apparatus B. on scene time for each apparatus C. all clear D. under control time or blackout E. loss stopped time F. extrication complete G. in service time for each apparatus H. scene termination time I. other important information (e.g. victim located, roof collapse )
XVII. Setting Benchmark Timers

When a fire command unit requests that a timer be set for 10 minutes, the dispatcher will set the timer and notify the command unit when a 10 minute benchmark has passed. The dispatcher will continue to update command of sequential 10 minute benchmarks until command advises they are no longer needed.
XVIII. Portable Radios

When personnel are away from their vehicle and using their portable radios, their radio call sign will reflect the first letter oftheir unit type, along with the unit number
XIX. Personnel Announcements

Non-emergency personnel announcements (funeral notices, birth announcements, etc.) will be made via email from the administrative divisions. These announcements will not be made over the radio unless specified by the Fire Chief or a Deputy Chief.
XX. Incident Types and Dispatch Configurations

The following incident types will be used by RECC personnel to classify incoming calls for service. After each incident type is listed the number and apparatus to respond. Once an alarm reaches three or more pieces of equipment a chiefs car will be dispatched. AIR TRUCKS: On dispatches involving structure fires requiring an Air Truck, the unit dispatched should be representative of the departments jurisdiction where the incident occurs unless an additional Air Truck is requested by the Incident Commander.
In addition to dispatching the required fire equipment configuration, the appropriate ambulance service must also be notified for any medical related call or other type of call where there is a report of injury or possible injury. A. STRUCTURES 1. Commercial building fire. Use this call class to describe visible smoke, flames, smoke odor or any report suspicion of fire at a commercial building. Commercial buildings are all structures other than single-family dwellings and duplexes. Commercial buildings include schools, nursing homes, hospitals, high rises, and apartment buildings. One-story strip shopping centers, shopping malls, stand-alone business such as fast food restaurant, one or two story office buildings, etc. *4 engines, 1 rescue, 2 trucks, (2) chiefs cars, mobile command, air truck, squad
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Commercial gas leak. Use this call class to describe any suspicion/detection of a natural gas leak at a commercial building. Suspicion might include a hissing sound, a natural gas odor, or an obvious gas line rupture. *2 engines or closest engine and truck
3. House fire. Use this call class to describe any visible smoke, flames or any report/suspicion of fire at a single/double family dwelling. This includes houses, duplexes homes. It does not include apartments, town homes or condominiums. CCFES: *3 engines, 1 rescue, 1 truck, (2) chiefs cars, air truck MFES: *3 engines, 1 rescue, 1 truck, 1 squad, (2) chiefs cars, air truck 4. Mobile house fire *3 engines, 1 rescue, 1 truck, air truck, (2) chiefs cars 5. Smoke odor. Use this call class to describe any reported smoke odor without any visual indication of smoke indoors at any single-family structure. *1 engine 6. Residential gas leak. Use this call class to describe any suspicion/detection of a natural gas leak at a single or double family dwelling. Suspicion might include a hissing sound, a natural gas odor, or an obvious gas line rupture. *1 engine B. OUTDOORS 1. Brush fire. Use this call class to describe any outdoor fire involving grass, brush, woods, or other natural settings. NOTE: If the brush fire is close enough to ignite a structure, use the call class for that type of structure fire. *1 engine Brush fire on Interstate. Use this call to describe any outdoor fire involving grass, brush, woods, or other natural settings on an Interstate. NOTE: If the brush fire is close enough to ignite a structure, use the call class for that type of structure fire. *2 engines each approaching from the opposite directions Dumpster fire. Use this call class to describe any visible smoke, flames or any report/suspicion of fire in a dumpster *1 engine Hazardous material spill. Use this call class to describe any type of hazardous material spill or threat of contamination. Examples would include a tanker truck accident on the interstate with an identified hazardous material. *1 engine, chiefs car, HazMat, mobile command, MedOps Swift Water Rescue. Use this call class to describe any type of water rescue involving moving water, water sources larger than swimming pools/small ponds or any incidents involving individuals trapped in water and needing extrication. *3 engines, 1 truck, 1 rescue, 2 squads, 2 Chiefs, MedOps (send all squads, an ambulance and call a wrecker if a vehicle is in the water). Tornado touchdown. Use this call class to describe any reported touchdown resulting in injury and/or property loss. *4 engines, 1 truck, 1 rescue, (2) Chiefs, 1 squad, Med Ops Tree Down. Priority Two Use this call class when a tree is down on an unoccupied structure or vehicle or down on a main roadway. *1 engine or truck Trench rescue. Use this call class to describe any type of trench cave-in or entrapment, which would require rescue of people. *3 engines, 1 truck, 1 rescue, (2) Chiefs, 1 trench rescue, 1 squad Unauthorized controlled burn. Use this call class to describe any complaint of an illegal or unsafe burn including pit burns, yard burning, and trash fires.
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*1 engine The unit dispatched must be representative of the jurisdiction of the incident location. If no units are available from the respective jurisdiction, the closest appropriate unit will be dispatched. When a unit from the the respective jurisdiction becomes available, it will also be dispatched to the scene to complete reporting and/or investigative procedures. 10. Wash down. Priority Two. Use this call class to describe any event that will require fire hoses to wash or clean an area. Examples would be excessive mud in a roadway, liquids spilled from a vehicle accident. *1 engine 11. Water rescue. Use this call class to describe any victim needing extrication from a body of water (pond, river, lake, pool, etc.) 1 engine or truck,*Closest unit and squad and 1 chief (with a message that states check with Chief on response of additional equipment) 12. Wires Down- Priority One Use this call class to describe any type of utility, telephone or cable wires that are arcing or sparking on a structure, vehicle or roadway. *1 engine or truck will split to PD (Signal 31) 13. Wires down. Priority Two Use this call class to describe any type of utility, telephone or cable wires that are hanging too low, down on the ground or otherwise presenting a potential danger to citizens. *1 engine or truck C. VEHICLES 1. Auto fire. Use this call class to describe any vehicle fire including cars, trucks, boats, and motorcycles. This does not include tractor-trailers, campers or motor homes. *1 engine
2. Auto fire on Interstate. Use this call class to describe any vehicle fire including cars, trucks, boats, and motorcycles on an interstate. This does not include tractor-trailers, campers or motor homes. *2 engines each approaching from the opposite direction 3. Truck fire. Use this call class to describe any truck fire for tractor-trailers, campers or motor homes. *2 engines 4. Truck fire on Interstate. Use this call class to describe any truck fire for tractor-trailers, campers or motor homes on an Interstate. *2 engines each approaching from the opposite direction 5. Multi-passenger accident. Use this call class to describe any multipassenger vehicle (more than 8 people) involved in an accident without any confirmed injuries. *1 engine, ambulance 6. Multi-passenger accident on Interstate. Use this call class to describe any multi-passenger vehicle (more than 8 people) involved in an accident on an Interstate without any confirmed injuries. *2 engines each approaching from the opposite direction 7. Multi-passenger accident with injury reported. Use this call class to describe any multi-passenger vehicle (more than 8 people) involved in an accident with reported injuries *3 engines, 1 rescue, 1 chiefs car, 1 squad 8. Auto accident with injury. Use this call class to describe any auto accident with injuries, entrapment, or overturned. The call will be entered into the computer as and will be spoken over the fire radio as accident with injuries. *1 engine or Truck (if rescue is closer, then 1 rescue and 1 engine) or 1
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engine, rescue, and 1 squad for entrapment, overturned or ejection 9. Auto accident with injury on Interstate. Use this call class to describe any auto accident with injuries, entrapment or overturned on an Interstate. The call will be entered into the computer as and will be spoken over the fire radio as accident with injuries *2 engines or 1 engine and rescue and squad for entrapment, overturned or ejection, each approaching from opposite directions. 10. Hit and Run with injury. Use this call class when someone is reporting that an accident with injuries occurred and one of the involved parties left the scene without mutual consent. *1 engine or 1 engine, 1 rescue, 1 squad for entrapment, overturned, or ejection. 11. Person hit by auto. Use this call class when the caller is reporting that a person has been physically struck by a motor vehicle. This includes any type of vehicle: car, train, bus etc. If the person that hit the person left the scene, you would still use this call class and indicate in the text that the person left. *1 engine and 1 rescue 12. Train derailment. Use this call class to describe any train derailment or accident involving a motor vehicle and train. *3 engines, 1 rescue, (2) Chiefs, 1 squad 13. Aircraft emergency. Use this call class to describe any aircraft crash or aircraft in trouble, such as low fuel, malfunctioning landing gear or engine trouble. This incident will be spoken over the fire radio as aircraft emergency. *3 engines, 1 truck, 1 rescue, (2) chiefs, 1 squad D. ALARMS 1. Commercial fire alarm. Use this call class to describe any fire or sprinkler alarm activation at a nonresidential building one and two stories tall. *1 engine High rise fire alarm. Use this call class to describe any fire alarm activation at any building that is five (5) or more stories tall or any, in which there is no report of fire, smoke, or odor. *2 engines, 1 truck, and 1 Chief Residential fire alarm. Use this call class to describe any fire alarm activation at a single or double family dwelling including a mobile home. *1 engine
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MEDICAL 1. BLS request. Use this call class to describe any request for basic life support EMS service as directed by the EMD Protocol Reference System. *1 engine or truck or rescue
2. Rape / Sexual Assault with Injuries. Use the call class when the caller advises that they have been raped, or subjected to any form of sexual activity without their consent. If they request or medical attention follow the EMD protocols and enter the call into the computer and will be spoken over the radio as assault with injury. This situation requires a BLS response unless an ALS response is indicated through questioning by the call taker. *1 engine or truck or rescue 3. Police related BLS call. Use this call class to describe any request for basic life support EMS service, as directed by the EMD Protocol Reference
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System, along with a police response. This call class will be entered into the computer using 62 and will be spoken over the fire radio as a Police related EMS request *1 engine or truck or rescue 4. ALS request. Use this call class to describe any request for advanced life support service as directed by the EMD Protocol Reference System. This call class will be entered into the computer using ALS and will be spoken over the radio as ALS request. *1 rescue, and 1 engine or truck 5. Police related ALS call. Us this call class to describe any request for advanced life support service as directed by the EMD Protocol Reference System. This call class will be entered into the computer using ALS 1 and will be spoken over the radio as a Police related ALS request *1 engine or truck or rescue 6. Multi-Casualty Incident. Use this call class to describe any incident involving more than 8 victims needing emergency medical service, extrication, or other emergency service. *4 engines, 1 truck, 1 rescue, (2) Chiefs , 1 squad, MedOps 7. Other ALS Requests. Shootings, stabbings, suicides and attempted suicides should be entered into the computer using the description and they will be spoken over the radio in plain language. Each of these situations requires an ALS response. *1 rescue, and 1 engine or truck 8. Police related Fall/ BLS call. There are six related call classes. Use this call class to describe any call in which the patient is the victim of a fall. A police response will automatically be initiated. Units will respond as directed by the EMD Protocols Reference System. 9. Suicide Threat. Use this call class to describe any request for any non-emergency response to a person threatening suicide.. This call class will be entered into the computer and will be spoken over the radio as "suicide threat non-emergency response" *1 engine or truck or rescue F. MISCELLANEOUS 1. Assist another agency or person. Use this call class to request units for mutual or automatic aid, or to request a unit to help a person with no other emergency. An example would be helping an elderly person into a wheelchair with no injury or medical emergency. *1 engine or truck Building collapse. Use this call class to describe a building that has collapsed but has no other indicationof fire- no smoke, no flames or gas odor. An example of this situation would be a house under construction blown down by wind. *2 engines, 1 truck, 1 rescue, 2 Chiefs, 1 squad Explosion with injuries. Use this call class to describe any explosion resulting in injury or loss of property. *2 engines, 1 truck, 1 rescue, 2 Chiefs, 1 squad Fire message. Use this call class to enter any telephone message for a fire fighter, or to notify fire dispatchers of hydrant shut downs and out of service alarms. FUEL- gas/diesel/fuel leak. Use this call class to describe a small fuel spill or leak. Use HazMat for any spill or leak larger than 10 gallons. *1 engine Fire investigation. Use this call class to describe any event that requires a dispatch of at least one piece of fire equipment to determine the problem. Examples include a strange odor in a neighborhood, outdoor smoke with unknown origin, a caller that needs help turning off the water supply to a building. This call class will be spoken over the radio as Investigation *1 engine or truck
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Police and Fire Response. Use this call class to describe any event requiring a police and fire related response. *1 engine truck or rescue Search for lost person. Use this call class to request fire manpower and equipment to help the police department search for a lost child, elderly person, demented person, or any other missing person with medical needs that is believed to be in a particular area. *1 engine Unlock a vehicle or door. Use this call class to request fire manpower to help someone unlock a vehicle or residence. This service is only provided when the vehicle is running, when a small child or pet is locked inside and in danger, or when it is believed someone inside a building needs medical, fire or police assistance. *1 engine or truck Bomb threat. Use this call class to describe any bomb threat. This call will be entered into the computer and will be spoken over the fire radio as bomb threat. *1 engine Bomb device located. Use this call class to describe any located device. This call class will be entered into the computer and will be spoken over the radio as bomb device located. *1 engine, Med Ops, Chief
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XXI. Common Terms

Following is a list of commonly used terms to ensure mutual understanding in the field and in the Communications Center: All clear Attack team the primary search has been completed and the rescue team found no victims inside the structure group of people on the hose line to attack the fire Automatic Aid a fire response which includes the closest units regardless of jurisdiction. Prior approval to send units is not required. an explosion and fire caused by the sudden introduction of oxygen into a super-heated area that is oxygen deficient fire has been knocked down and no flame is visible fill the hose by turning on the water Alsoreferredtoasthesupportarea.Outermostringaroundtheincidentwherethecommand post,PIO,rehabareaandstagingareasareestablished.Beyondthecoldzone,theouterperimeter is established to provide crowd control and prevent unauthorized personnel from entering. refers to the officer in charge, central location and /or highest rank on the scene of a fireground the fixed position where the Incident Commander and staff will be located for the duration of the event the fire attack will take place outside of the building because the structure is not stable or it is otherwise unsafe to be inside Locatedinsidethewarmzone.Thisisthelocationwherecontaminatedobjectsincluding equipment,clothingandpersonnelcanbecleanedandsecured. attempt to control flaming burning material decrease the apparatus count or the speed of the response defensive fire streams provided by ladder pipes, platforms, buckets and booms a priority message to be immediately broadcast throughout the fireground: MAYDAY a condition in which a victim is unable to escape and requires tools/equipment for extrication Intoxicated Person something directly endangered by heat smoke or flame any fire beyond the original fire area Using tools and equipment to remove victims that are entrapped. Conditions require that all firefighting crews must leave the structure immediately (See Alert Tone #2)
Backdraft Blackout Charge the line Cold Zone
Command Command post Defensive attack Or mode Decon Zone Direct attack Downgrade Elevated master Streams Emergency traffic Entrapment E. T. O. H. Exposure Extension Extrication Evacuation
FCS Fire Communications Specialist Field grade officer Shift Officer, Battalion Chief and above Fire stream water applied directly to the fire for control purposes Fireground the scene of the fire event Fireline control line for Wildland fire Flashover interior fire condition in which fuels simultaneously ignite due to heat; involves entire interior space Free burning fire not checked by suppression or natural barriers Full Alarm A full complement of equipment for a particular call class as described in this policy or asubsequent directive. Fully involved flames showing throughout the structure GMAG Massachusetts Mutual Aid Group HazMat hazardous materials- chemical, biological or nuclear Heavy smoke working fire probable Helispot temporary landing, approach and deposit site for helicopters Hot Zone Alsoreferredtoastherestrictedaccessarea.Areawheretheincidentisoccurring.Onlypersonnel directly involved in the operation and who are fully equipped with protective clothing and SCBA are allowed into this area. Level 1 staging the first arriving team goes directly to the fire ground taking standard positions assumes command and begins operations. The remaining units stage about one (1) block from the scene until ordered into action by Command Level 2 staging used for large, complex or lengthy operations. Additional units are staged together in a specific location under the command of a Staging Officer Light smoke some smoke is visible Loss stopped property loss has been halted
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LZ Marginal/ or Transitional Mayday
landing zone for helicopters
Period occurring at the end of the offensive mode and the beginning of the defensive mode. A term used to announce that a firefighter is lost, trapped, injured, or disorientated and is in need of immediate assistance. Mop up same as Overhaul Multiple alarm Additional resources all called to reinforced the 1st alarm or attack Mutual Aid a fire response which includes units from outside jurisdictions with the approval of a Battalion Chief or above. MADO Mutual aid duty officer- a 24 hour on call person designated as point of contact (POC for GMAG) Nothing showing Very minor fire that allows for an interior search until an all clear can be reported. Usually occupants will not have to be removed Offensive the plan and movement to initiate an interior attack on the fire On the air in service away from the station Overhaul check for the fire extension and put the building in a relatively safe condition through demolition or use of warning tape Overhead team personnel assigned to supervision positions Personnel Accountability Report (PAR) A term used to confirm that all personnel assigned to a group, division, unit or incident have been identified and located. A complete report includes the unit number, current assignment, location and number of personnel present. Personnel Accountability System A system used to identify both the location and function of all members operating on an incident. Pin in same as entrapment Positive Pressure Vent (PPV) forcing air into an enclosed space to remove smoke and hot air Primary search rapid search of all involved and exposed areas affected by the fire that can be safely entered to verify the safety and/or removal of all occupants Pulling preconnect stretching to the fire a medium sized hose line, which is already connected to the truck Rapid Intervention Team (RIT) personnel and equipment designated to respond within seconds to rescue field personnel Reconnaissance the act of gathering information about the fire ground- also called RECON Rescue mode focusing on extricating victims rather than extinguishing fire Respond emergency responding apparatus should use lights and sirens and increase travel speed Salvage save as much property as possible by covering it with tarps, moving it, etc. Second alarm a duplicate of the original dispatch configuration should be sent Secondary search a complete follow up search for victims after the fire is under control Size up the initial analysis of the situation Skid load two medium hose lines split off of one larger hose line Staging near the scene, remaining in the truck awaiting orders Supply line water supply hoses that run from one pump to another or from a hydrant to a pump Upgrade increase the speed of the response or equipment count Ventilate open the building to remove smoke, heat, gases Walk Around A 360 degree observation of a structure. Sometimes referred to as a 360. Warm Zone Alsoreferredtoasthelimitedaccessarea.Areaimmediatelyoutsidethehotzoneoccupiedby personnelandequipmentthataresupportinghotzoneoperations.Accesstothisareaislimitedto personnel supporting the operation and who are wearing protective clothing and SCBA. Withdraw remove personnel, equipment and apparatus from a threatened area
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Law Enforcement Communications Policy

The purpose of this policy is to establish procedure for all radio communications involving employees of the Northern Middlesex Region RECC, as well as all employees of agencies who receive service from the Northern Middlesex Region RECC.
I.
Policy
All radio communications will be in compliance with local, state, and federal laws, and with Federal Communications Commissions rules and regulations.
II.
Authority
Employees of the RECC work under the authority of the Director.
III.
General Use of Radios
Primary Radio Channels are to be used for emergency and other official communications. Non-essential business related car to car communications will be conducted on the private channels. Do not use radio channels to conduct personal business. A. B. Listen before you transmit. Never key a radio without first listening to see if someone else is talking. Use only the call types and phonetic alphabet in this policy, combined with plain language, to communicate on the radio. When transmitting additional information use language that is clear and concise.
C. Do not ask the Dispatcher to make contact with another employee when both employees have radio communications capabilities. Instead, switch your radio to that employees talk group and make direct contact. If you do not have radio communications capabilities, you may ask the Dispatcher to relay necessary information. D. Always identify yourself by your assigned unit number or badge number when generating radio traffic. 1. When you raise the Dispatcher or another unit, state your unit number first and then the person you are trying to raise. 2. When, as a field unit you are being called on the radio, answer with your unit number to let the caller know he has reached the right unit. 3. When you call a Dispatcher on the radio, they will answer with your unit number to let you know it is your turn to talk. 4. Dispatchers will all be identified by the name Radio regardless of which channel, precinct, or jurisdiction they are working. E. The following applies to off-duty use of radios. 1. If you do not have a permanently assigned unit number, use your badge number for all transmissions when you are off duty. 2. Advise the Dispatcher of your assignment along with your location and duration of the off-duty assignment. If you will be using a departmental vehicle on the assignment, advise the Dispatcher of the vehicle number or description. Profanity and discourtesy are strictly prohibited. communications. Do not willfully or maliciously interfere with any radio
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G. Field Supervisors and Communications Supervisors have the responsibility to monitor the radio communications of their employees for compliance with this policy.
IV.
Dispatch Procedures
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A. Dispatching Calls 1. Communications Officers will screen incoming requests for service and determine the appropriate call class for each request. 2. The Dispatcher will raise the field unit and provide the call class of the call. 3. The field unit will respond with the assigned unit number and location. 4. The Dispatcher will repeat the field unit number and proceed with the dispatch, concluding with the time and using the word hours. Responding units will be given the primary signal, location(s), and contact information for each dispatch. Officer safety information and descriptions will be provided as available. 5. The field unit will repeat the assigned unit number and verbally acknowledge the dispatch. Clicking the radio as an acknowledgement is not acceptable. 6. If the field unit fails to respond, the Dispatcher will call the field unit again. If unit does not respond after three calls by the Dispatcher, the Dispatcher will assign the call to another unit and notify the appropriate supervisor that the original unit did not acknowledge the call. B. Call Priorities Call priorities are determined by the call class chosen to describe an event. Communications Officers will assign call classes to events according to their call taking procedures policy and training. Field supervisors have the authority and responsibility to change the response mode of any call due to existing conditions and manpower. 1. Priority 1: a. Require immediate dispatch to the beat car or to the closest available field unit. If no field units are available, the field supervisor will be notified and is responsible for assigning units to the call. b. Will be broadcast over the appropriate Channel and all channels which are routinely monitored by the RECC. c. Will be preceded by a short alert tone and will be broadcast immediately upon receipt. Priority 2: Require an immediate dispatch to the beat car or the closest available field unit. If no field units are available, the Field Supervisor will be notified within two (2) minutes and is responsible for assigning units to the call. Priority 3: Require a rapid response. Field Supervisors will be notified of a call holding within 10 minutes of receipt of the call, and a notation will be made in the CAD system. Field Supervisors will use discretion to hold or assign a unit to the call. Priority 4: Require a routine response and may be held until the beat car or beat partner are in service. Field Supervisors will be notified of a call holding within 10 minutes of receipt of the call, and a notation will be made in the CAD system. Priority 9: Does not require an immediate response and will be processed as time and manpower permit.
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C. Alert Tones Prior to raising a field unit, the Dispatcher will sound one short, steady alert tone for all Priority 1, and the following Priority 2, dispatches: 1. Kidnapping in progress 2. Burglary in progress/residence 3. Burglary in progress/business 4. Armed robbery in progress 5. Rape in progress 6. Person shot 7. Person stabbed 8. Officer needs help 9. Aircraft Down 10. Civil disorder/riot 11. Hostage situation D. Scene Arrivals When you arrive at the scene, notify the Dispatcher and provide your assigned unit number. The Dispatcher will acknowledge you by repeating your unit number and stating the current time. 1. The dispatcher will check on any units that have not advised they are on the scene within 20 minutes of the dispatch. 2. Dispatchers will check the welfare of field units within four (4) minutes of scene arrival. a. If you do not want or need to be checked on again for the duration of the current call you are on, advise the Dispatcher. b. If you want or need to be checked on again, advise OK at present or OK, still checking. This will let the Dispatcher know to continue checking on you every four (4) minutes until you advise OK. c. On all traffic stops, Dispatchers will check status of field units within four (4) minutes of the initial stop. After the initial four-minute check, if the Dispatcher has not heard from the field unit within four (4) minutes, the Dispatcher will check status and will continue to do so every four minutes they have not had radio contact with the field unit until the unit goes in service. E. Going in Service When you complete a call or vehicle stop, notify the Dispatcher by stating your unit number, advising you are in service and the disposition for the call. The Dispatcher will acknowledge your transmission and state the current time. Do not put your unit in service via the MDC without also advising your status change over the air. Vehicle Stops 1. When you initiate a traffic stop, provide your unit number. 2. The Dispatcher will acknowledge the transmission by repeating the unit number. You must wait for the Dispatcher to acknowledge you before broadcasting the details of the traffic stop. 3. For all traffic stops, provide information in the following order: location, tag (two times), description, and any additional information. 4. The Dispatcher will acknowledge your traffic stop by repeating the unit number and acknowledging affirmatively.
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G. LEADS/NCIC Inquiries 1. Registration Request/Warrant-Wanted Information a. A traffic stop provided in the aforementioned order automatically runs the tag through LEADS/NCIC. Upon receipt of a LEADS return, the Dispatcher will check the return for wanted/stolen information and to determine if it matches the description you gave. b. If the tag or vehicle is stolen, wanted, shows no valid insurance, or the return does not match the description you gave, the Dispatcher will clear you for traffic and provide the information. c. If the tag or vehicle is not wanted or stolen and the return matches the description you gave, the Dispatcher will not raise you with tag returns. d. If you need tag information for any other reason such as to confirm ownership, ask the Dispatcher for the tag returns. e. For all other registration requests not generated by a traffic stop, raise the Dispatcher using your unit number and run vehicle. After the Dispatcher acknowledges you, provide the registration information and the state, if other than Massachusetts. 2. Driver License Request/Warrant-Wanted Information
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When requesting driver license information use a name and DOB whenever possible. Name and DOB inquiries automatically check LEADS/NCIC for warrants/wants. This eliminates the need to specify multiple states if checking for warrants/wanted information nationwide. b. For all driver license requests, raise the Dispatcher using your unit number and check license. After the Dispatcher acknowledges, provide the driver license information, last name/first name/middle initial, date of birth, sex, race, and the state, if other than Massachusetts. c. If a subject returns not of file, you can ask the Dispatcher to run the subject using the OLN. When driver license checks are run by OLN, warrant/want information is only checked through the State in which it is run. Guns When requesting information through LEADS/NCIC on firearms, provide the serial number, caliber, and make of the firearm. Returns will only show a wanted status. No owner information is available from a serial number on a firearm. Articles When requesting information through LEADS/NCIC on decals or articles, provide the serial number from the article. Returns will only show a wanted status. No owner information is provided. Boats When requesting information on boats through LEADS/NCIC provide the boat hull or serial number and registration number. The registration number will provide owner information and the boat hull or serial number will determine stolen information. Hit Confirmations Inquiries on persons and vehicles that return as stolen or wanted will be handled as follows: the Dispatcher will clear the unit for traffic, advise the return information and ask the unit to stand by for a confirmation. The Dispatcher will then contact the units agency records department to confirm the warrant is still valid and will advise you of the results. Do not assume a warrant or stolen information is valid until the Dispatcher gives you a verbal confirmation. If the officer in the field has received a hit on their MDT, advise the dispatcher to confirm the information and follow confirmation process.
H. Location and Status Each time you exit your vehicle or have contact with the public, advise the Dispatcher of your location and status over the radio. This includes residence checks, meals, flag downs, and scene arrivals. I. Telephone Calls to Alarm Sites and Release of Location Prior Incidents Generally, field units should not ask a Dispatcher to make a phone call to any alarm site prior to arrival. However, should a field unit arrive at the alarm site and observe what could be a life threatening condition, the field unit may request a phone call be made to the alarm site. Priors can be requested by field personnel for Domestic calls or any potentially dangerous incidents. Backup For some calls, a backup unit is recommended at the time of the original dispatch to ensure field unit safety. Those call types are identified on the list of signals at the end of the policy. The need for additional backup units will be determined by the field supervisor based on all available information. 1. The first officer on the scene of the call should advise the Dispatcher, as soon as possible, the need for additional unit(s). If no unit has indicated they will be responding as backup, the Dispatcher will notify the Sergeant. 2. Backup units should advise the Dispatcher they are en route as backup. Any Special Operations Unit or adjacent precinct beat unit responding as backup will advise their dispatcher of their response and switch to the incident channel.
J.
K. Notification by Supervisor Supervisors should notify the Dispatcher that they are aware of a Priority 1 or 2 call by acknowledging receipt of the information as soon as the primary unit indicates they are en route to the call. L. Wrecker Requests 1. Use the term wrecker request when requesting wrecker. 2. Use the term private wrecker request only when a citizen is requesting a wrecker.
M. Emergency Messages Field units may be dispatched to deliver emergency messages if, through questioning by Communications personnel, it is determined the complainant is unable to reach someone in any other timely manner to advise of death or serious illness. In those cases of non-emergency (i.e. delivering a routine message because the recipient has no phone), a field unit will not be dispatched. N. Universal Precautions (Code 100)
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Communications personnel will not solicit medical information outside the acceptable EMD protocol. If a caller voluntarily provides information that leads the operator to believe there is a potential infectious disease threat on the scene they will advise the responding units. The term potential infectious disease will be stated over the radio and noted on the call in CAD to alert responding units. The specific medical condition can be noted on the call in CAD, but will not be advised over the radio. Units can read the MDC or call radio by phone for the specific medical condition information.
V.
Communications Pursuit Policy

A. When a pursuit occurs (on foot or in a vehicle) the pursuit traffic will remain on the initiating channel. All field units not directly involved with the pursuit will automatically switch to the designated alternate channel for routine transmissions and dispatches. In the case of simultaneous pursuits on the same channel, the Dispatcher will advise the officer(s) involved in subsequent pursuits which channel to use or will handle both pursuits on the same channel. All pursuits will be broadcast over all channels which are routinely monitored by the RECC.
B.
C. Radio transmissions from the field during vehicle pursuits should follow department policy. D. Dispatchers handling a pursuit will perform the following tasks: receive and record all incoming information on the pursuit, clear the channel of any unnecessary radio traffic, assure the Field Supervisor is monitoring the pursuit, perform relevant record and motor vehicle checks, advise pursuit vehicles of any known or potential hazards (accidents, road closings, etc.), notify surrounding affected jurisdictions, and coordinate any response.
VI.
Inclement Weather
During times of inclement weather an abundance of non-emergency calls are produced. Severe thunderstorms can generate a large volume of audible alarms. Ice or snowstorms can produce a large volume of accidents, with no injuries and minor damage. When this happens, the Field Supervisor will make a determination as to the appropriate action for non-priority calls. Reporting parties may be directed to drive to a police station, make a report by phone, or call back when the weather has subsided.
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VII. Phones
During normal business hours (0800- 1700 Mon-Fri) you may call your Departments switchboard and ask to be transferred to an internal police department number for business purposes. Do not ask to be transferred to a tendigit number or any number outside of the Department unless for business related purposes. B. After normal business hours phone users should dial internal police department numbers directly. C. Do not dial 911 for any reason other than to report an emergency or to request emergency assistance. 1. If a Dispatcher asks you to call the Communication Center, dial (XXX) XXX-XXX and ask for the appropriate Dispatcher. 2. You may dial 911 to reach the Communications Center only if the Dispatcher specifically request that you dial 911. A.
VIII. Complaints
A. All complaints on field units coming through the RECC will be handled and forwarded to the on-duty field supervisor. 1. The Dispatcher will obtain the name of the unit and the complainants name and return call number. 2. The above information only will be entered into CAD and forwarded to the appropriate on-duty Supervisor via CAD/MDT or phone. No information regarding the specific officer or situation will be sent via CAD or MDC. The road Supervisor will confirm receipt of CAD or MDC message. If no confirmation is received within 10 minutes, the Dispatcher will raise them on the air and have them call radio. The Dispatcher will document the name of the Supervisor the complaint was forwarded to. The specifics of the situation provided by the complainant can be forwarded directly to the Supervisor via phone or in person when requested.
IX.
Notification of K-9 Request

A. The request for a K-9 Team must come from a road supervisor. The Dispatcher should clarify whether the request is for a K-9 Team to respond to the scene OR for general information to confirm that one is available if needed. The Dispatcher will attempt to gain as much information as possible as to the nature of the request and crime committed. The Dispatcher will notify the K-9 Unit Commander for authorization.
X. Call Classes and Priority

Call Classes are used to classify an event and enter it into the computer aided dispatch (CAD) system. Those call classes with a Y in the column labeled Backup should have a backup unit respond to the scene at the time of the initial dispatch. Those signals with a Y in the column labeled Supervisor should have a supervisor respond to the scene at the time of the initial dispatch.
December 5, 2013
AECOM
169
SIGNALS Description Abandoned auto Silent alarm Audible alarm Ambulance request Kidnapping in progress Kidnapping already occurred Burglar in residence Burglar in business Call communication Bureau Call a phone number Family violence order service Committal probate order service Civil paper service Warrant service Administrative or off Duty detail Citizen Contact Sex Offender Verification Stranded motorist Civil Process (Papers) Animal call-PD Response Vicious animal call-PD Response Child abuse/neglect in progress Child abuse/neglect already occurred Disorderly juvenile Demented person Discharging firearms Discharging fireworks Disorderly person Drunk person Physical fight in progress Impaired driver Electric wires down/ fire response Escaped prisoner Fire Gambling Report to assigned headquarters Complaint Illegal parking Controlled substance violation Information for officer Threats Auto accident Auto accident w/injury / fire response Burglary already occurred Hit and run Hit and run/with fire response Armed robbery in progress Armed robbery already occurred Theft Theft In Progress Theft of Bait Vehicle Theft of Bait Trailer
December 5, 2013
Priority 4 3 3 1 2 2 2 9 9 3 3 3 3 4 4 4 4 3 4 2 2 3 4 4 3 4 3 3 2 3 3 2 2 4 9 9 4 3 9 3 3 2 4 4 2 1 2 4 2 2 2
Backup
Supervisor
Y Y
Y Y Y
AECOM
170
Person hit by auto/with fire response Person dead/with fire response Sexual assault Sexual assault w injury / with fire response Sexual assault in progress/ with fire response Person shot/ with fire response Person stabbed/with fire response Found property/stolen goods Suicide/with fire response Suicide attempt method/w fire resp Suicide Threats Suspicious Trouble unknown Missing person/runaway Noise violation Meet with Shoplifter transport Money transfer PD and EMS request Officer needs help emergency Active Shooter Ordinance violation Hold up alarm Business open Panic Alarm Person screaming Person armed Prowler/trespasser Public indecency Traffic violation Rush your call (without delay) Forgery in progress Unarmed Robbery/snatch thief Lookout/description Street hazard Paddy wagon request Wanted person located Work traffic Wrecker request Domestic dispute verbal Business dispute verbal Damage to property/vandalism Damage to property in-progress Bomb threat Aircraft Down/with fire response Civil disorder/riot Inmate disorder 911 call unknown problem Hostage situation Advanced Life Support /with fire Auto Fire in Road/respond with fire Accident involving a bus/with fire Injury Bus Accident/with fire Bus Accident on Interstate Bus Acc w Injury on Interstate/w fire Commercial Fire/ with fire Person has fallen/ with fire House Fire / assist fire
December 5, 2013
2 2 2 2 2 2 2 4 2 2 3 2 3 4 9 4 4 2 1 1 4 2 2 2 2 2 3 4 -3 2 3 3 4 2 3 3 3 3 4 2 2 1 1 2 2 1 2 3 3 2 2 2 3 2 3
Y Y Y Y Y
Y Y Y Y Y Y Y Y
Y Y Y Y Y Y
Y Y
Y Y
Y Y Y Y Y Y
Y Y Y Y Y
AECOM
171
Suspicious Substance/with fire Missing Person Search/ with fire Truck Fire/ with fire Train Accident/ with fire
2 2 2 2
PHONETIC ALPHABET Letter Phonetic A Alpha B Bravo C Charlie D Delta E Echo F Foxtrot G Golf H Hotel I India J Juliet K Kilo L Lima M Mike N November O Oscar P Papa Q Quebec R Romeo S Sierra T Tango U Uniform V Victor W Whiskey X x-ray Y Yankee Z Zulu
December 5, 2013

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Submitted to Northern Middlesex Council of Governments

Submitted by AECOM December 5, 2013

Northern Middlesex Council of Governments Task 8 Implementation Plan

Northern Middlesex Council of Governments Task 8 Implementation Plan

2.1.1 2.1.2 2.1.3 2.2

2.2.1 2.2.2 2.2.3 2.3

2.4.1 2.4.1.1 2.4.1.2 2.4.1.3 2.4.1.4 2.4.1.5 2.4.1.6

Northern Middlesex Council of Governments Task 8 Implementation Plan

Transition to New System......................................................................................................................................15

4.1.1 4.1.2 4.1.3 4.1.4 4.1.5 4.1.6 4.1.7 4.2

4.2.1 4.2.2 4.2.3 4.2.4 4.2.5 4.3

4.3.1 4.3.2 4.3.3 4.3.4 4.4

Option 3 Dunstable, Groton, Pepperell, and Tyngsborough........................................................................................53

Northern Middlesex Council of Governments Task 8 Implementation Plan

4.4.1 4.4.2 4.4.3 4.4.4 4.5

4.5.1 4.5.2 4.5.3 4.5.4 4.6

5.1.1 5.1.2 5.1.3 5.2

5.2.1 5.2.2 5.2.3 5.2.4 5.2.5 5.3 5.3.1 5.3.2 5.3.3

Northern Middlesex Council of Governments Task 8 Implementation Plan

Northern Middlesex Council of Governments Task 8 Implementation Plan

Northern Middlesex Council of Governments Task 8 Implementation Plan

Northern Middlesex Council of Governments Task 8 Implementation Plan

Northern Middlesex Council of Governments Task 8 Implementation Plan

Regional Emergency Communications Executive Committee

Northern Middlesex Council of Governments Task 8 Implementation Plan

Emergency Communications Center Director

Please See Appendix 2B for the list of job descriptions.

Northern Middlesex Council of Governments Task 8 Implementation Plan

Northern Middlesex Council of Governments Task 8 Implementation Plan

Rehiring & Seniority

Compensation & Benefits

Existing Union Comparison

2.3.4.1 Work Week Definition

2.3.4.2 Overtime Provisions

Northern Middlesex Council of Governments Task 8 Implementation Plan

2.3.4.3 Shift Differential Provisions

2.3.4.4 Longevity Pay

Northern Middlesex Council of Governments Task 8 Implementation Plan

2.3.4.7 Sick Leave

2.3.4.8 Personal/Floating Leave

2.3.4.9 Other Leave

Northern Middlesex Council of Governments Task 8 Implementation Plan

2.3.4.10 Reduction in Force

2.3.4.12 Pay & Steps

Transition and Timeframe

Scheduling and Staffing

2.4.1.1 Commitment to Participate

Northern Middlesex Council of Governments Task 8 Implementation Plan

2.4.1.2 Intergovernmental Agreement

2.4.1.5 Policy and Procedure Development

Northern Middlesex Council of Governments Task 8 Implementation Plan

Transition to New System

Northern Middlesex Council of Governments Task 8 Implementation Plan

Northern Middlesex Council of Governments Task 8 Implementation Plan

Northern Middlesex Council of Governments Task 8 Implementation Plan

Northern Middlesex Council of Governments Task 8 Implementation Plan

Northern Middlesex Council of Governments Task 8 Implementation Plan

Northern Middlesex Council of Governments Task 8 Implementation Plan

Northern Middlesex Council of Governments Task 8 Implementation Plan

Fiscal Year of the District

Northern Middlesex Council of Governments Task 8 Implementation Plan

Northern Middlesex Council of Governments Task 8 Implementation Plan

Northern Middlesex Council of Governments Task 8 Implementation Plan