Broward County Consolidated Communication CommitteeAWW. AWW Incident Update Window training currently in progress which focusing upon reviewing all updated information and verbalizing

Broward County Consolidated Communication Committee

February 25, 2016

Report Outs

Performance Metrics• Quantitative Performance (Process Indicators: Misdirected Calls, P1, P2/P3)• Qualitative Performance (Quality Indicators: Incident Management System)• Merging of QI/QA

P2/P3 Reporting (Update: P2/P3 Call Create Issues: Mayor Ryan’s Report)

Radio System Update• Follow-up from Fire and Police Chief’s Association Meetings• RFQ Approved Feb 9th, 2016• BDA Ruling (Board of Rules and Appeals)

CAD Update

ACD Update

Technology System Trouble Ticket Reporting

2

Performance Metrics

3

IMPROVEMENTS

There have been notable performance improvements and

more work is needed. Notable improvements include:

The Regional System is currently exceeding the State

requirement for 9-1-1 call answer time (90% of all calls are

to be answered within 10 seconds), and answer time

performance exceeds levels prior to consolidation.

Call Transfers have been virtually eliminated within the

regional system.

The I-Board’s answer time target of 90% of all calls during

the busiest hour of each day is improving.

4

Improvements

Regional Consolidated Dispatch ProgramProcess Control System

1. P1 - Call Answer Time

Process Indicators

2. P2/P3 – Dispatch Time

1. Incident Management System

Quality Indicators

2. QA Scores - BSO

3. QA Scores – Independent (TBD)

Quality Assurance. Augment Incident Management

system to identify/validated the extent to which reported problems exist.

Regular reporting of Quality Indicators giving trending information

Tool to validate that implemented countermeasures are being done and are effective.

Training

Key Performance Indicators:• Process Indicators - Answer Time

and Dispatch Process Time

• Quality Indicators – Reported Incidents and Quality Assurance (QA)

Regional Consolidated Dispatch Program Process Control System

IMPROVEMENTS

Process Indicators

Misdirected Calls – 911 Call transfers continue to track at less

than 1% in Regional Consolidated PSAPs.

P1 (Answer Time) Performance – Improvement, with progress

being made toward meeting the I-Board’s answer time target of

90% of all calls during the busiest hour of each day.

P2/P3 (Dispatch Process Time) Performance – Work in progress.

6

Quantitative Performance Measures

IMPROVEMENTS

Quality Indicators

Incidents Reported – PSAP Issues are reported using the Incident

Management System

Quality Improvement (QI) Team – Common Root Causes are

identified (using information from the Incident Management System),

countermeasures are implemented, and the effectiveness is

measured.

Quality Assurance (BSO QA) – Common Root Causes are

identified (using information from QA), and countermeasures are

implemented.

QI and BSO QA – Work toward merging the findings of QI and QA is

in progress 7

Qualitative Performance Measures

Incident Management System

Quality Improvement Process

Process Improvement

Training

Policy Workgroup

Operator Corrective Action

First Responders

Regional Consolidated Dispatch Process

Incidents Reported

Citizen Incident (311 or Web Portal)

In Development

Municipality Executives

Voice of the Customer


Process Improvement Policy Workgroup

Moment of Truth

Life Cycle of an Emergency Call

Quality Deployment

Incident Management SystemIncident Management System Workflow

ORCATMunicipal Partner Operator

Issue Ticket to Broward County

Incident Management

System

Assign Ticket to Operator

Additional Questions for

Operator?

Forward Operator’s Response

YesNo

Approved?

Yes

No

Close incident

Incident ReviewAnd Response

Response Review

Incidents are:

Reported by Municipal Partners

Analyzed for Root Causes by BSO

Root Causes are communicated

back to Municipal Partners

Incidents are stratified into Cause

Categories and Sub-categories

Incidents are used to initiate

improvement actions through the

Quality Improvement process

PSAP Quality Indicators – Cause CategoriesIncident Disposition Pareto

10

31

6

4

1 1 1

21

11

1 1

18

8

3

1 1

5

61.4%83.3%

89.5%91.2% 93.9%

100.0%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

0

5

10

15

20

25

30

35

OCT911 - Operator OCT911 - UNFOUNDED OCT911 - Field OCT911 - Gov-Policy OCT911 - Caller Error OCT911 - EQUIPMENT

Incidents by DispositionOctober, November, December 2015

Oct Nov Dec Cumulative

N = 114

October 44November 34December 36Note volume of incidents in Aug, Sep, Oct: N = 145


PSAP Quality Indicators – Cause Sub-categoriesOperator

11

7

3

6

5

1

2

4

3

6

4

3

5

2 2

1 1

3

4

2

3

1

5

1

0

1

2

3

4

5

6

7

8

Addressing Verbalizing EventDetail

Unit Assignment InterpositionCommunications

Event Interrogation Field Status Updates Holding CallManagement

Event Creation Event Classification

October November December

Note: Aug, Sep, Oct Totals

26 10 9 98N/A7N/A9

Service Category Failures

October 38November 28December 20

16 11 11 8

Incidents by Cause Sub-categoriesOctober, November, December 2015

Cause Sub-categoriesAddressing

12

Sub Category

DEC

OR

T

FEB

OR

TCorrective Action

Imp Date

StatusResults

Data Entry error of proper direction, address, or street type

9 4

Found to be typographical errors of data entry. Corrective action undertaken per operator through QA remediation sessions once identified.

Multiple phases of address training completed. Administer final assessment of address comprehension and utilization of additional resource tools.

10/31

2/29

Monitoring incident levels and continued individual counseling

Currently in progress

Address Verification / Clarification

7 8 • Independent study given to Call Takers to improve situational

awareness and using online resources2/26 Currently in progress

Improper Jurisdictional Assignment

6 0

• Multiple phases of address training completed, including identifying appropriate jurisdiction through map, clarification, directional, etc.

• Highway common names reformatted for consistent entry format. Common names added for Railroads, ICW

• 2/29 Currently in progress

Failure to use tools to locate caller, validate city, or identify location

4 3

• ATM Map training and assessment quiz completed, including using lat/long to identify caller location

• Independent study given to Call Takers to improve situational awareness and using online resources

• 11/30

• 2/26

• Completed. Monitoring through QA process.

• Currently in progress

Aug, Sept, Oct 26Oct, Nov, Dec 16

Cause Sub-categoriesVerbalizing Event Detail

13

Sub Category

DEC

OR

T

FEB

OR

T

Corrective ActionImp Date

StatusResults

Failed to verbalize pertinent event comments or updates

5 2

• AWW Window update vs Send Message research and planning undertaken –corrective action plan expected by 12/30 which will drive firm policy on the process by which updates are recognized and responded by dispatch.

• New directive requiring Dispatchers to review all event updates received in AWW. AWW Incident Update Window training currently in progress which focusing upon reviewing all updated information and verbalizing the event details.

• FR Policy 2.4 implemented clarifying what details are to be verbalized initially and upon receiving updates.

12/30

2/29

1/15

Technology options provided/ discussed 10/6-11/18. BSO review of technology options initiated on 11/19. Final determination of policy expected 12/30.

Currently in progress.

Policy 2.4 modification implemented 1/15/16.

Inaccurateinformation provided to field

3 4AWW Window update vs Send Message research and planning undertaken –corrective action plan expected by 12/30

12/30Final determination of policy – requiring CAD programming – expected 12/30

Failed to read pertinent premise information (safety, general hazard)

1 5Training bulletin reviewed outlining SOP in November and December, 2014. Occurrence resulted in remediation training and Quality Assurance review with operator involved.

10/31Any future events will result in remediation training and progressive action.

Failed to verbalize premise incident history

1 0Training bulletin reviewed outlining SOP in November and December, 2014. Occurrence resulted in remediation training and Quality Assurance review with operator involved.

10/31Any future events will result in remediation training and progressive action.


Cause Sub-categoriesUnit Assignment

14

Sub Category

DEC

OR

T

FEB

OR

TCorrective Action

Imp Date

StatusResults

Appropriate Fire units not assigned / sent 3 4

Will be handled on case by case basis for independent determination of root cause failure. All failed incidents will result in remedial training and QA Review with progressive action undertaken.

10/31Will continue to monitor performance during random QA reviews and submitted tickets.

Did not notify multi Jurisdictions 2 1

• Individual training review with each operator on the Multi-jurisdictional call announcement process

• 1/4• 2/8

• Expected to be initiated by 12/7• Expected to be initiated by 1/11

Upgraded signal -additional units 1 0


1/15Policy 2.4 modification implemented 1/15/16.

No High priority call announcement / tone alerting critical events

1 1• Individual training review with each operator on the Multi-jurisdictional call

announcement process

Appropriate Law units not assigned / sent 1 1

Will be handled on case by case basis for independent determination of root cause failure. All failed incidents will result in remedial training and QA Review with progressive action undertaken.

10/31Will continue to monitor performance during random QA reviews and submitted tickets.

Failed to notify Sgt after priority assignment 1 1

Reiterated in divisional SOP review. Will be handled on case by case basis forindependent determination of root cause failure. All failed incidents will result in remedial training and QA Review with progressive action undertaken.

10/31Review of SOP completed in August, 2015. Will continue to monitor during random QA reviews.


Cause Sub-categoriesEvent Interrogation

15


Sub Category

DEC

OR

T

FEB

OR

TCorrective Action

Imp Date

StatusResults

Accurately assessing nature/details of call 4 6

Initiatives to begin post One Queue implementation and all current training initiatives

TBD

Updating event with pertinent information 1 1

Eliminate process of communicating updates through messages. Event will be updated with all pertinent info. Dispatchers will utilize AWW to monitor all event updates. AWW Incident Update Window training currently in progress which focusing upon reviewing all updated information and verbalizing the event details.

2/29 Currently in progress.

EMD not completed properly 2 1

Will be handled by EMDQ on case by case basis for independent determination of root cause failure. All failed incidents will result in remedial training and QA Review with progressive action undertaken.

Member Initiated IncidentEvent Information/Updates to FieldHigh Impact ORT Item - Presented in December 2015 ORT

16

Potential Cause

BSO Corrective Action Imp Date Status

Event Interrogation (SOP 1.4.2)Initiatives to begin post One Queue implementation and all current training initiatives

TBD

Interposition Communications

• Gold Elite radio to radio communication and face to face notification procedures outlined and training lesson plan completed.

1/29Training complete. Continued monitoring of additional incidents

Verbalizing Event Details

• New directive requiring Dispatchers to review all event updates received in AWW. AWW Incident Update Window training currently in progress which focusing upon reviewing all updated information and verbalizing the event details.


2/29

1/15

AWW training and directive Initiated on January 5th, 2016 and is currently in progress.

Policy 2.4 modification implemented 1/15/16.

Member Initiated IncidentInterposition CommunicationHigh Impact ORT Item

17

Sub Category

DEC

OR

T

FEB

OR

T

Corrective ActionImp Date

StatusResults

Information sent was unclear or inaccurate 1 0

Dispatcher to Dispatcher: Gold Elite radio to radio communication and face to face notification procedures outlined and training lesson plan completed.

12/7Scheduled to begin 12/7– with an expected completion date of 12/30

Did not use Gold Elite to communicate – New 4

Gold Elite radio to radio communication and face to face notification procedures outlined and training lesson plan completed.

1/29

All training completed as of 1/29. Any additional issues will be addressed independently as a Written Counseling and focused remedial instruction as required. Progressive action will be undertaken as needed.

Did not acknowledge / take action on message 2


Call Taker to Dispatcher: Eliminate process of communicating updates through messages. Dispatchers will utilize AWW to monitor all event updates.

1/29

2/29

All training completed

AWW training and directive Initiated on January 5th, 2016 and is currently in progress.

Did not send update 1 1


Call Taker to Dispatcher: Eliminate process of communicating updates through messages. Dispatchers will utilize AWW to monitor all event updates.

1/29

2/29

All training completed

AWW training and directive Initiated on January 5th, 2016 and is currently in progress. 17


P2/P3 Root Cause Analysis

• Corrective Actions

P2/P3 Fire Rescue Call For Service Processing Time

90% in 90 Secs.90% 88.41% 79.74% 83.39%


99% in 120 Secs.99% 94.55% 89.90% 92.31%


80% in 60 Secs.80% 43.51% 30.22% 39.00%


95% in 106 Secs.95% 82.47% 69.42% 75.00%

December 2016 P2/P3 Performance Indicators GOAL NORTH CENTRAL SOUTH

BSO Initiatives Imp Date Status

Map and Resource Follow Up Training – Addressed based situational awareness of location of caller, using resource tools and by-pass features designed to enter a call timely and efficiently.

2/29 In progress

CAD Common Name Highway Training – Accident Classification – P2/P3 Training – designed to educate to the new highway, RR, and ICW programming in CAD to promote jurisdictional accuracy. Accident classifications were also highlighted as a signal based focus.

2/29 In progress

Multi-Select and AWW Update Window Training – Focusing upon the call announcement protocols and attention to update details as presented via the AWW Update window.

2/29 In progress

PSAP QI Cause Categories and BSO QA DataIncident Disposition Pareto

19

31

6

4

1 1 1

21

11

1 1

18

8

3

1 1

5

61.4%83.3%

89.5%91.2% 93.9%

100.0%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

0

5

10

15

20

25

30

35

OCT911 -Operator

OCT911 -UNFOUNDED

OCT911 - Field OCT911 - Gov-Policy

OCT911 - CallerError

OCT911 -EQUIPMENT

Incidents by DispositionOctober, November, December 2015

Oct Nov Dec Cumulative

N = 114

October 44November 34December 36

13065 77

185

122

161

0

50

100

150

200

250

300

350

Oct-15 Nov-15 Dec-15

QA

s C

om

ple

ted

BSO Quality Assurance Unit (QA) Analysis

Non Compliant Compliant

35% 32%

59%

65%68%

41%

• Efforts to combine BSO QA Analysis with QI Team Analysis is in progress.

P2/P3 Reporting (Update: P2/P3 Call Create Issues: Mayor Ryan’s Report)

20

0:00 P2

9-1-1 Call

P1

Ringing

Call Answered(Receive Time)

P2 Start Time

F12

Address Verification

(Create Time)

F12

(Transmit Time)

[Sends to a Dispatcher]

P3

Unit Assignment / Dispatched

(Dispatch Time)

P2 End Time /

P3 Start Time

P3 End Time

P2/P3 TimeP1 Time

P2/P3 Call Create Issues

Dispatch Process Time Requested to be considered

Dispatch Process Time Defined in NFPA, Participation Agreement, and Operator Agreement

Call “Create” Time:• Call “Create” Time was confirmed to be the point

in time when the Address Validation process occurs.

• Call “Create” Time occurs later in time (after the Call is Answered).

Radio System Update

22

IMPROVEMENTS

Feedback from the Fire Chiefs and Police Chief Associations

County Administrator met with the Police Chiefs and Fire Chiefs on January 7th,

and January 12th, respectively, along with County staff and the technical

consultant.

Feedback and comments were provided the Chiefs’ Associations.

Responses to the concerns brought forward were provided in writing in a letter

from the County Administrator.

23

Radio System Updates

RFQ Approved Feb 9th, 2016

Two Step Solicitation Process: 1) RFQ – Pre Qualification of Vendors

2) RFP – Evaluation of Responses

Vendors interested in submitting proposals will be pre-qualified.

Both the Fire and Police Chiefs Associations invited by County to serve on the

evaluation committee which will approve a vendor to replace the public safety radio

system.

The new system is forecasted to be operational in 2018.

IMPROVEMENTS

BDA Ruling by Board of Rules and Appeals

Working with Broward County Board of Rules and Appeals (BORA) to amend the

building code to address the use and configuration of bi-directional amplifiers

(BDAs).

Purpose is to lessen the possibility of impacting the County’s public safety radio

system

The item was scheduled to be heard in the January public hearing however it was

not because there was no quorum in the meeting.

The amendment is now scheduled for public hearing on March 10th, 2016. If

adopted, the law would become effective for new installations on April 15th.

24

Radio System Updates

CAD System Update

25

CAD Replacement Program

Project scheduled to go live in the first quarter of 2017

New CAD is a multi-jurisdictional, multi-agency web-based system which

processes and creates data from: E-911, automated vehicle location, law and fire

records systems, paging and toning and in-vehicle mapping

Core implementation team includes Police and Fire Chiefs’ Associations,

Communications Union, BSO, Municipal Partners, and County

County staff continues to work with the core implementation team toward a go live

in the first quarter of 2017.

County staff is working with BSO to plan for training BSO’s employees on the new

CAD system.

26

CAD System Update

ACD Update

27

ACD (Automatic Call Distributor)

Project currently scheduled for implementation in April 2016

Project will allow calls to be answered from any of the three regional consolidated

PSAPs, on a first in, first answered basis

Current Activities include:

Operator Training for process improvements in:

Addressing, Mapping skills verification, Jurisdictional determination, and

Update Window Alerting

System Project Change Order Processing

System design, configuration and testing.

28

ACD Update


29


RPSI: Interlocal Agreement Trouble Ticket Workflow

Broward County Office of Communications Technology - Public Safety Intranet

Note 1: All Severity 1 Cases are to be escalated to Broward County OCT.

Note 2: Radio Support assumes CITY has a current maintenance contract with Motorola.

Note 3: CITY may have current maintenance contract for station alerting.

START

Radio AT&TStation Alerting Tower Facility

Call Motorola

800-323-9949

Service

Number

Motorola to

provide

case

number

NONO

YES

Trouble

resolved per

SLA?

Trouble

resolved per

SLA?

END

CUR –

Frontline

Vehicles (HW &

SW)

CAD/PMDC/

NetMotion

Fire Records

(FRMS) CAD PagingNO NO NO NO

NO NO

Call County Helpdesk

954-357-8686

[email protected]

Open Magic

Ticket “CTD

Radio Shop”

Escalate per

SLA

Evaluate and

communicate

action plan

Close ticket

and notify user

of resolution

YES

YES

YES

YES

YES

Technician

dispatched per

Regional SLA

Issue

confirmed and

owned? YES

YESEscalate to

appropriate

owner

Escalate to

OCT NO

YES

NO

Call AT&T

800-247-2020

Service

Number

AT&T to

provide

case

number

YES

NO

YES

Law Records

(LRMS) NO ProQA NO

YES

YES

Provide

Customer Site

ID

* BROWARD COUNTY CTD CONFIDENTIAL AND PROPRIETARY *

RADIO / PUBLIC SAFETY APPS TROUBLE REPORTING WORK FLOW

Created by:

Created on:

Daniel Revis

5/16/2007Sheet 1 of 1

Last edited by:

Revision: 0 Last edited on: 2/16/2016

Daniel K. Revis

Call Control

Communications

954-791-8040

Service Number

Control

Communications

to provide case

number

Regional Interlocal Agreement Exhibit F – Attachment 2

Service Level Agreements Trouble Ticket Workflow

Tickets Opened for:• Radio• AT&T• CUR Front Line Vehicles• CAD/PMDC/Netmotion• Fire RMS• Law RMS• ProQA• CAD Paging• Fire Station Alerting• Radio Tower Facilities• E911 Phone System• Voice Recording System

Technology System Tickets

439

138

55

19 12 4 3 6

313

268

41

8 13 12 1 7

316

106

44

8 11 11 2 40

50

100

150

200

250

300

350

400

450

500

BMC RPSA Intrado Law RMS Motorola Radio Motorola RPSA Voice RecordingSystem

Zoll FRMS Motorola RPSI

October, November, and December 2015 Technology Tickets

Oct-15 Nov-15 Dec-15

N = 1,841


Tickets Managed using IT service management practice - ITIL (Information

Technology Infrastructure Library) Approach

System Managers regularly review tickets to prioritize, assign resources, escalate,

and identify trends

Prioritized based on urgency, operational impact (severity level), and age

What is the issue?

What operations/services are affected?

What's the response time commitment?

Notification Process

Users notified upon the opening and closing of the ticket

Follow up between support analysts and user occurs if clarification or additional

detail is required in order to diagnose root cause

Workflow, Escalation Process, and Service Level Agreement (SLAs)

Exhibit F - RILA

Any issues that result in maintenance tasks will be handled through the CMR

process. 32


Backup Slides

33

Quantitative Performance Measures

34

911 Calls Transferred Out(to Non-Regional PSAPs / to Regional PSAPs)

PSAP FY15 YTD FY16

NORTH2,010 Calls

0.72% of 911 Call Volume

694 Calls 0.79% of 911 Call Volume

CENTRAL3,816 Calls

0.47% of 911 Call Volume1,443 Calls


SOUTH775 Calls

0.22% of 911 Call Volume229 Calls


PLANTATION8,994 Calls



CORAL SPRINGS3,881 Calls



Common CAD platform negates the need to transfer calls Both Plantation and Coral Springs continue to participate on the CAD Core Implementation Team

Broward County Consolidated PSAPsPercent of Days That Met Busy Hour P1 Requirement

• March 2015: Modified ACD status codes

• April 2015: Trained operators on use of status codes

• June 2015: Redirected a larger percentage of Non-Emergency Calls to North Regional Center

• July 2015: Reassigned Teletype staff to call taker position

Implemented Countermeasures

67.7%

71.0%

42.9%

54.8%

43.3%

71.0%76.7%

87.1%

87.1%

96.7%

96.8%

96.67%

96.77%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

NORTH

North Mean

48.4%

58.1%

78.6%

64.5%

43.3%

54.8%

76.7%

87.1%

54.8%

80.0%

96.8%83.33%

83.87%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

CENTRAL

Central Mean

71.0%

61.3%

39.3%

48.4%

56.7%58.1%53.3%

58.1%61.3%

80.0%

67.7%

90.00%96.77%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

SOUTH

South Mid Point

P1 Call Answer Time ALL 911 CALLS (90/10)

95.74%

94.64%

92.62%

91.62%

92.62%

94.94%

95.01%

95.69%

96.52%

97.42%

98.01%

98.85%

99.50%

90.00%

91.00%

92.00%

93.00%

94.00%

95.00%

96.00%

97.00%

98.00%

99.00%

100.00%

De

c-1

4

Jan

-15

Feb

-15

Mar

-15

Ap

r-1

5

May

-15

Jun

-15

Jul-

15

Au

g-1

5

Sep

-15

Oct

-15

No

v-1

5

De

c-1

5

NORTH

GOAL NORTH MIDPOINT

94.39%

92.55%92.72%

91.09%90.98%

91.56%91.22%

93.19%

92.64%

96.05%

96.50%

97.25%

99.06%

90.00%

91.00%

92.00%

93.00%

94.00%

95.00%

96.00%

97.00%

98.00%

99.00%

100.00%

De

c-1

4

Jan

-15

Feb

-15

Mar

-15

Ap

r-1

5

May

-15

Jun

-15

Jul-

15

Au

g-1

5

Sep

-15

Oct

-15

No

v-1

5

De

c-1

5

SOUTH

GOAL SOUTH MIDPOINT

93.05%

92.34%

94.01%

93.65%

94.04%94.08%

95.78%95.97%

94.61%

96.68%

98.70%

97.03%

99.03%

90.00%

91.00%

92.00%

93.00%

94.00%

95.00%

96.00%

97.00%

98.00%

99.00%

100.00%

De

c-1

4

Jan

-15

Feb

-15

Mar

-15

Ap

r-1

5

May

-15

Jun

-15

Jul-

15

Au

g-1

5

Sep

-15

Oct

-15

No

v-1

5

De

c-1

5

NORTH

GOAL CENTRAL MIDPOINT

P1 Call Answer Time ALL 911 CALLS (95/20)

97.38%

96.79%

96.17%

95.46%

95.71%

96.95%

96.99%

97.82%98.10%

98.78%

99.14%

99.24%

99.02%

90.00%

91.00%

92.00%

93.00%

94.00%

95.00%

96.00%

97.00%

98.00%

99.00%

100.00%

De

c-1

4

Jan

-15

Feb

-15

Mar

-15

Ap

r-1

5

May

-15

Jun

-15

Jul-

15

Au

g-1

5

Sep

-15

Oct

-15

No

v-1

5

De

c-1

5

NORTH

GOAL NORTH MIDPOINT

97.25%

96.73%

97.54%

96.93%

97.81%

97.32%

98.09%

97.65%

96.79%

98.13%

99.37%

98.05%98.27%

90.00%

91.00%

92.00%

93.00%

94.00%

95.00%

96.00%

97.00%

98.00%

99.00%

100.00%

De

c-1

4

Jan

-15

Feb

-15

Mar

-15

Ap

r-1

5

May

-15

Jun

-15

Jul-

15

Au

g-1

5

Sep

-15

Oct

-15

No

v-1

5

De

c-1

5

CENTRAL


97.51%

96.53%96.77%

95.76%

95.83%96.14%

95.91%

96.69%

96.02%

98.01%

98.41%

97.99%

98.44%

90.00%

91.00%

92.00%

93.00%

94.00%

95.00%

96.00%

97.00%

98.00%

99.00%

100.00%

De

c-1

4

Jan

-15

Feb

-15

Mar

-15

Ap

r-1

5

May

-15

Jun

-15

Jul-

15

Au

g-1

5

Sep

-15

Oct

-15

No

v-1

5

De

c-1

5

SOUTH

GOAL SOUTH MIDPOINT

P2/P3 Fire Rescue CFS Processing Time (90/90)

89.87%

89.19%

89.62%

89.72%

87.89%

86.97%

87.13%

87.52%

87.43%88.18%

88.41%87.56%

86.55%

75.00%

80.00%

85.00%

90.00%

95.00%

100.00%

De

c-1

4

Jan

-15

Feb

-15

Mar

-15

Ap

r-1

5

May

-15

Jun

-15

Jul-

15

Au

g-1

5

Sep

-15

Oct

-15

No

v-1

5

De

c-1

5

NORTH

GOAL NORTH MIDPOINT

85.08%85.72%

85.01%

84.79%

83.09%

83.37%82.63%

82.13%

81.58%

81.51%

79.74%

82.36%

80.24%

75.00%

80.00%

85.00%

90.00%

95.00%

100.00%

De

c-1

4

Jan

-15

Feb

-15

Mar

-15

Ap

r-1

5

May

-15

Jun

-15

Jul-

15

Au

g-1

5

Sep

-15

Oct

-15

No

v-1

5

De

c-1

5

CENTRAL


88.44%

88.60%

86.79%

85.51%

85.28%

85.64%

83.32%

82.94%

83.11%

84.47%

83.39%84.06%

82.88%

75.00%

80.00%

85.00%

90.00%

95.00%

100.00%

De

c-1

4

Jan

-15

Feb

-15

Mar

-15

Ap

r-1

5

May

-15

Jun

-15

Jul-

15

Au

g-1

5

Sep

-15

Oct

-15

No

v-1

5

De

c-1

5

SOUTH

GOAL SOUTH MIDPOINT

P2/P3 Fire Rescue CFS Processing Time (99/120)

94.82%

95.17%

95.13%

95.70%

94.17%

93.53%

93.62%

94.08%

93.92%

94.13%

94.55%

94.69%

93.26%

75.00%

80.00%

85.00%

90.00%

95.00%

100.00%

De

c-1

4

Jan

-15

Feb

-15

Mar

-15

Ap

r-1

5

May

-15

Jun

-15

Jul-

15

Au

g-1

5

Sep

-15

Oct

-15

No

v-1

5

De

c-1

5

NORTH

GOAL NORTH MIDPOINT

93.97%

94.24%93.25%

92.91%

92.81%

92.67%

91.01%

91.44%

91.91%

92.66%

92.31%

92.14%

91.85%

75.00%

80.00%

85.00%

90.00%

95.00%

100.00%

De

c-1

4

Jan

-15

Feb

-15

Mar

-15

Ap

r-1

5

May

-15

Jun

-15

Jul-

15

Au

g-1

5

Sep

-15

Oct

-15

No

v-1

5

De

c-1

5

SOUTH

GOAL SOUTH MIDPOINT

92.16%92.96%

92.33%

92.35%

91.73%

91.52%

91.37%

91.12%

91.07%

90.38%

89.90%

91.19%90.41%

75.00%

80.00%

85.00%

90.00%

95.00%

100.00%

De

c-1

4

Jan

-15

Feb

-15

Mar

-15

Ap

r-1

5

May

-15

Jun

-15

Jul-

15

Au

g-1

5

Sep

-15

Oct

-15

No

v-1

5

De

c-1

5

CENTRAL


NORTH REGIONAL CENTER – P1 Busiest Hour of the Day (90/10)

GOODDATE HOUR

Calls

Answered

within 10

Secs

Calls

HandledPercentage YES/NO DATE HOUR

Calls

Answere

d within

10 Secs

Calls

HandledPercentage YES/NO

12/01/2015 6:00 PM 61 61 100.00% YES 12/17/2015 7:00 PM 47 50 94.00% YES

12/02/2015 3:00 PM 49 49 100.00% YES 12/18/2015 5:00 PM 60 60 100.00% YES

12/03/2015 5:00 PM 56 56 100.00% YES 12/19/2015 11:00 PM 44 46 95.65% YES

12/04/2015 6:00 PM 55 55 100.00% YES 12/20/2015 2:00 PM 42 42 100.00% YES

12/05/2015 10:00 AM 49 53 92.45% YES 12/21/2015 12:00 PM 185 185 100.00% YES

12/06/2015 4:00 PM 51 51 100.00% YES 12/22/2015 1:00 PM 48 50 96.00% YES

12/07/2015 12:00 PM 45 46 97.83% YES 12/23/2015 7:00 PM 62 62 100.00% YES

12/08/2015 3:00 PM 52 53 98.11% YES 12/24/2015 6:00 PM 78 80 97.50% YES

12/09/2015 9:00 PM 54 57 94.74% YES 12/25/2015 6:00 PM 50 53 94.34% YES

12/10/2015 4:00 PM 71 71 100.00% YES 12/26/2015 11:00 AM 47 47 100.00% YES

12/11/2015 2:00 PM 54 55 98.18% YES 12/27/2015 3:00 PM 48 48 100.00% YES

12/12/2015 3:00 PM 60 60 100.00% YES 12/28/2015 6:00 PM 48 48 100.00% YES

12/13/2015 1:00 PM 54 54 100.00% YES 12/29/2015 12:00 PM 54 54 100.00% YES

12/14/2015 3:00 PM 79 79 100.00% YES 12/30/2015 4:00 PM 53 53 100.00% YES

12/15/2015 3:00 PM 47 48 97.92% YES 12/31/2015 10:00 PM 66 66 100.00% YES

12/16/2015 1:00 PM 53 65 81.54% NO

DECEMBER 2015

NORTH Daily Busy Hour

30

10

96.77%

100.00% 100.00%

95.00%

95.50%

96.00%

96.50%

97.00%

97.50%

98.00%

98.50%

99.00%

99.50%

100.00%

0

5

10

15

20

25

30

90+ 80 - 89.99 70 - 79.99

Cm

ula

tive

Pe

rce

nt

Day

s

DECEMBER 2015NORTH Daily Busy Hour Distribution

N = 31 Days

CENTRAL REGIONAL CENTER – P1 Busiest Hour of the Day (90/10)

GOODDATE HOUR

Calls

Answered

within 10

Secs

Calls


Calls

Answere

d within

10 Secs

Calls


12/01/2015 5:00 PM 169 169 100.00% YES 12/17/2015 5:00 PM 162 162 100.00% YES

12/02/2015 6:00 PM 154 155 99.35% YES 12/18/2015 6:00 PM 158 158 100.00% YES

12/03/2015 6:00 PM 172 180 95.56% YES 12/19/2015 2:00 PM 145 152 95.39% YES

12/04/2015 6:00 PM 184 184 100.00% YES 12/20/2015 12:00 PM 113 129 87.60% NO

12/05/2015 6:00 PM 152 152 100.00% YES 12/21/2015 4:00 PM 146 146 100.00% YES

12/06/2015 2:00 PM 134 134 100.00% YES 12/22/2015 1:00 PM 142 167 85.03% NO

12/07/2015 5:00 PM 157 157 100.00% YES 12/23/2015 1:00 PM 151 159 94.97% YES

12/08/2015 6:00 PM 130 130 100.00% YES 12/24/2015 6:00 PM 142 143 99.30% YES

12/09/2015 6:00 PM 152 153 99.35% YES 12/25/2015 8:00 PM 128 131 97.71% YES

12/10/2015 5:00 PM 150 150 100.00% YES 12/26/2015 2:00 PM 132 159 83.02% NO

12/11/2015 3:00 PM 163 163 100.00% YES 12/27/2015 1:00 PM 103 137 75.18% NO

12/12/2015 9:00 PM 130 145 89.66% NO 12/28/2015 4:00 PM 155 155 100.00% YES

12/13/2015 5:00 PM 138 138 100.00% YES 12/29/2015 3:00 PM 145 145 100.00% YES

12/14/2015 5:00 PM 162 163 99.39% YES 12/30/2015 5:00 PM 152 155 98.06% YES

12/15/2015 2:00 PM 189 191 98.95% YES 12/31/2015 9:00 PM 153 155 98.71% YES

12/16/2015 5:00 PM 167 167 100.00% YES

DECEMBER 2015

CENTRAL Daily Busy Hour

26

4

10

83.87%

96.77%

100.00% 100.00%

75.00%

80.00%

85.00%

90.00%

95.00%

100.00%

0

5

10

15

20

25

30

0 0 0 0

Cu

mu

lati

ve P

erc

en

tage

Day

s

DECEMBER 2015CENTRAL Daily Busy Hour Distribution

N = 31 Days

SOUTH REGIONAL CENTER – P1 Busiest Hour of the Day (90/10)

GOOD

DATE HOUR

Calls

Answered

within 10

Secs

Calls


Calls

Answere

d within

10 Secs

Calls


12/01/2015 3:00 PM 74 75 98.67% YES 12/17/2015 4:00 PM 74 85 87.06% NO

12/02/2015 5:00 PM 83 83 100.00% YES 12/18/2015 6:00 PM 72 77 93.51% YES

12/03/2015 6:00 PM 84 88 95.45% YES 12/19/2015 2:00 PM 66 71 92.96% YES

12/04/2015 6:00 PM 70 74 94.59% YES 12/20/2015 7:00 PM 62 62 100.00% YES

12/05/2015 2:00 PM 80 86 93.02% YES 12/21/2015 12:00 PM 69 69 100.00% YES

12/06/2015 6:00 PM 55 60 91.67% YES 12/22/2015 11:00 AM 68 69 98.55% YES

12/07/2015 4:00 PM 61 61 100.00% YES 12/23/2015 2:00 PM 80 80 100.00% YES

12/08/2015 3:00 PM 67 67 100.00% YES 12/24/2015 1:00 PM 84 88 95.45% YES

12/09/2015 6:00 PM 87 89 97.75% YES 12/25/2015 5:00 PM 51 55 92.73% YES

12/10/2015 5:00 PM 56 56 100.00% YES 12/26/2015 5:00 PM 60 61 98.36% YES

12/11/2015 4:00 PM 71 72 98.61% YES 12/27/2015 7:00 PM 70 70 100.00% YES

12/12/2015 2:00 PM 79 81 97.53% YES 12/28/2015 6:00 PM 62 62 100.00% YES

12/13/2015 6:00 PM 58 58 100.00% YES 12/29/2015 7:00 PM 69 72 95.83% YES

12/14/2015 6:00 PM 83 83 100.00% YES 12/30/2015 5:00 PM 66 66 100.00% YES

12/15/2015 12:00 PM 95 95 100.00% YES 12/31/2015 4:00 PM 66 68 97.06% YES

12/16/2015 5:00 PM 72 72 100.00% YES

DECEMBER 2015

SOUTH Daily Busy Hour

30

10

96.77%

100.00% 100.00%

95.00%

95.50%

96.00%

96.50%

97.00%

97.50%

98.00%

98.50%

99.00%

99.50%

100.00%

0

5

10

15

20

25

30

90+ 80 - 89.99 70 - 79.99

Day

s

DECEMBER2015SOUTH Daily Busy Hour Distribution

N = 31 Days

89

2 1 0

96.7%98.9% 100.0%

100.0%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0

20

40

60

80

100

120

90% -100%

80% - 90% 70% - 80% 60% - 70%

Cu

mu

lati

ve P

erc

en

t

Day

s

North PSAP90/10 Busiest Hour of the Day Attainment

FY16 YTD

N = 92 Days

81

10

1 0

88.0%

98.9% 100.0% 100.0%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0

20

40

60

80

100

120

90% -100%

80% - 90% 70% - 80% 60% - 70%

Cu

mu

lati

ve P

erc

en

t

Day

s

Central PSAP90/10 Busiest Hour of the Day Attainment

FY16 YTD

N = 92 Days

P1 Call Answer Time DAILY BUSY HOUR (90/10)

GOOD GOOD GOOD

78

11

1 1 0

85.7%

97.8% 98.9%100.0%

100.0%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0

20

40

60

80

100

120

90% -100%

80% -90%

70% -80%

60% -70%

50% -60%

Cu

mu

lati

ve P

erc

en

t

Day

s

South PSAP90/10 Busiest Hour of the Day Attainment

FY16 YTD

N = 91 Days

Documents

Broward County Consolidated Communication CommitteeAWW. AWW Incident Update Window training currently in progress which focusing upon reviewing all updated information and verbalizing