DOCSLIB.ORG

Managing Citizen Calls to the Police: an Assessment of Non-Emergency Call Systems

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Managing Citizen Calls to the Police: an Assessment of Non-Emergency Call Systems The author(s) shown below used Federal funds provided by the U.S. Department of Justice and prepared the following final report: Document Title: Managing Citizen Calls to the Police: An Assessment of Non-Emergency Call Systems. Author(s): Lorraine Mazerolle; Dennis Rogan; James Frank; Christine Famega; John E. Eck Document No.: 199060 Date Received: February 14, 2003 Award Number: 98-IJ-CX-0067 This project was supported under award number 98-IJ-CX-0067 to the University of Cincinnati by the National Institute of Justice, with funds transferred from the Office of Community Oriented Policing Services, U.S. Department of Justice. This report has not been published by the U.S. Department of Justice. To provide better customer service, NCJRS has made this Federally-funded grant final report available electronically in addition to traditional paper copies. Opinions or points of view expressed are those of the author(s) and do not necessarily reflect the official position or policies of the U.S. Department of Justice. MANAGING CITIZEN CALLS TO THE POLICE: AN ASSESSMENT OF NON-EMERGENCY CALL SYSTEMS A (Revised) Final Report Submitted to the National Institute of Justice Grant # 98-U-CX-0067 Lorraine Mazerolle, Ph.D. School of Criminology and Criminal Justice Grifith University Dennis Rogan, Ph.D. President, Statistical Analysis for Law Enforcement Strategies James Frank, PbD. Division of Criminal Justice University of Cincinnati Christine Famega M.S. Center for Criminal Justice Research University of Cincinnati John E. Eck, Ph.D. Division of Criminal Justice University of Cincinnati October, 200 1 This document is a research report submitted to the U.S. Department of Justice. This report has not been published by the Department. Opinions or points of view expressed are those of the author(s) and do not necessarily reflect the official position or policies of the U.S. Department of Justice. ACKNOWLEDGEMENTS Our research was made possible by the full cooperation of people from a number of city agencies in each of the four study sites, Baltimore, Dallas, Phoenix, and Buffalo. In each city we were provided access to communications divisions, police departments, computer operations and city personnel associated with the emergency and non-emergency call systems. While many individuals provided us with assistance during the project, a number in each city deserve special mention. In Baltimore, thenPolice Commissioner Thomas C. Frazier fully supported our research efforts. Also, Gordon Witkin of U.S. News and World Reports, and John Cohen provided valuable historical information about the Baltimore call system. We would especially like to thank Colonel Timothy Long0 formerly of the Baltimore Police Department who, during the course of our research, gave us his support and provided us with access to all facets of Baltimore's police operations. Without his assistance we could not have accomplished our research objectives in Baltimore. Sector managers Lieutenant Vandermuellen, Lieutenant Baratta, and Lieutenant Owens and their staffs are worthy of special mention for helping to ensure that all of our observers were able to ride in the randomly assigned posts during the observation portion of our study in Baltimore. Our most important acknowledgements are to the many patrol officers and community officers who allowed us to accompany them and observe their work routines. We also want to thank a number of people who helped gather, interpret andlor transfer electronic and other types of data associated with the Baltimore call systems. Specifically, Major John Reintzell, Major Dawn Jessa, Sergeant Nelson Hermann, Sergeant Womack and Sergeant Sloan, all of the Communications Division provided access to data, along with Lieutenant Wesley Wise (CAD Administrator); William Daniels (Interim 9- 1-1 Administrator); Suzan Smith (Senior Program Analyst); Dave Alonge &AN Administrative Consultant); and Dave Fmquist (Tiburon Corporation). The City of Dallas also provided unfettered access and assistance during the course of our research on their 3-1-1 call system. We owe a great deal of thanks to City Manager Mary Suhm and people from the Dallas Fire Department, Police Department and Communications and Information Services. Captain Raymond Sweeney, of the Dallas Fire Department acted as the Interim Manager of the Dallas call systems during the period of our research project. Captain Sweeney and Richard Taylor (Assistant Manager, Support Services) provided us with access to the Dallas non-emergency call system personnel and data. Armando Rodriquez (Public Safety Manager); Ron Zeigler (Senior Program Analyst); Corporal Eric Garrett (UCR Administrator); Chief Doug Kowalski (Communications Division); and Lieutenant Mark Stall0 helped gather and transfer call system data in Dallas. Finally, Chief Holliday, Sergeant Ronnel, and Sergeant Zihlman were especially helpful in ensuring that the research team had access to police officers throughout the city. These officers took the time to complete our surveys and answer our questions as we sought to gain a complete understanding of the impact of their city's call system on day-today police operations. We also received tremendous assistance hmthe City of Phoenix during the course of our research project Assistant Police Chief, Gerd J. Kurtenbach, of the Phoenix Police Department as well as Carol J. Campbell of the Phoenix Police Department Communications Bureau organized all of the interviews with police and commUnications personnel and supported our research efforts in their city. Mary K. Strickler (Lead Application AnalystRrogramProject Leader) gave us access to all Phoenix data and provided information concerning operation of Phoenix's non-emergency call system. During our work in Buffalo we were fully supported in our efforts to obtain and understand the Buffalo non- emergency call system. We would especially like to acknowledge the support of Paul Gajewski (9-1-1 Administrator), Captain Gerald Schoenle (Director of Communications) and Ken Kroft (System Administrator). We wish also to acknowledge important contributions by members of our research team. The following individuals contributed to the production of this report; R. Cory Watkins (Dallas Officer Survey), William Terrill (Baltimore Citizen Survey), and Steve Holmes (Phoenix Stakeholder Interviews). Several individuals helped with research activities including Marty Floss (Buffalo Field Consultant), Timothy Godsey (Baltimore Observational Study), Maggie Palazzolo (Baltimore Observational Study) and the Evaluation Services Center of the University of Cincinnati particularly Jennifer Williams and Peggy Davis (Baltimore Citizen Survey). I This document is a research report submitted to the U.S. Department of Justice. This report has not been published by the Department. Opinions or points of view expressed are those of the author(s) and do not necessarily reflect the official position or policies of the U.S. Department of Justice. Claudia Scholz, who spent numerous hours on-site in Baltimore collecting data for the research team, deserves special mention. Finally, we owe a great deal of thanks to the National Institute of Justice for their willingness to support this study and especially Steve Edwards, our project monitor. ii This document is a research report submitted to the U.S. Department of Justice. This report has not been published by the Department. Opinions or points of view expressed are those of the author(s) and do not necessarily reflect the official position or policies of the U.S. Department of Justice. EXECUTIVE SUMMARY 9 The University of Cincinnati Evaluation Team compared and contrasted four technological and operational approaches to handling non-emergency calls for police service. We also examined the impact of implementing non-emergency call systems on the quality and quantity of policing in Baltimore (Maryland) and Dallas (Texas). 9 We compared and contrasted the technological approaches to handling non-emergency calls in four cities. Baltimore (introduced their 3-1-1 system on October 1, 1996); Dallas (introduced their 3-1-1 system in December, 1997); Buffalo (introduced their non-emergency number in October, 1996); and Phoenix (introduced their non-emergency number in April, 1992). > We provided an in-depth analytic assessment of the Baltimore and Dallas 3-1-1 systems. We explored police and s'akeholder perceptions, citizen satisfaction, and the changes in the nature and quantity of 3-1-1 and 9-1-1 calls over time. 9 Our interrupted time series analysis of Baltimore CAD data revealed a large and statistically significant reduction of nearly 5,000 9-1-1 calls per week (25 percent reduction) that can be directly attributable to the introduction of the 3-1-1 call system. > The large drop in 9-1-1 calls, however, was offset by the calls placed to the 3-1-1 call system. The 3-1-1 system adopted about 30 percent of the calls that had previously been placed to the 9-1-1 system. Indeed, our time series analysis reveals virtually no change in the number of calls per week being placed to the BPD as a result of introducing the 3- 1- 1 call system. 9 Some categories of citizen complaints migrated in large numbers fiom the 9-1-1 system to the 3-1-1 system (e.g. larceny, parking, loud noise, destruction of property, gambling and suspicious persons). In some cases, however, the introduction of the 3-1-1 system coincided with an absolute increase in citizen complaints for some categories of crime and disorder. (e.g. loud noise complaints). > The number of Priority One (High Priority) calls received by the Baltimore Police Department increased by about 25 percent following the implementation of the 3-1-1 system. The trend increase in Priority One calls began several months prior to the introduction of 3-1-1 and was most likely driven by an increase in reporting of several specific categories of serious crimes (particularly rape, robbery and burglary). We conclude that the observed increase in Priority One calls was most likely spuriously related to the implementation of the 3-1 - 1 non-emergency call system.
Load more

Recommended publications
  • Emergency Medical Service Dispatch
    CENTRE COUNTY 9-1-1/EMERGENCY COMMUNICATIONS CENTER STANDARD OPERATING PROCEDURES 8.0 EMERGENCY MEDICAL SERVICES DISPATCH PROCEDURES The Emergency Communications Center is the designated Center for the dispatching of EMS within Centre County as approved by the Centre County Commissioners. All calls requiring EMS response will be evaluated by the PST using the APCO Criteria Based Dispatch Guideline Cards for Medical Emergencies and Trauma (Guidecards). The Guidecards will form the basis for all EMS dispatching in Centre County. The PST will dispatch, or route the call to a dispatcher, as indicated in the Guidecards. Medical terminology used will be in line with the APCO call guides. PSTs will give EMS pre-arrival instructions as appropriate utilizing the APCO Guidecards. 8.1 Dispatching Appropriate EMS Service The Communications Center will dispatch the EMS Company having jurisdiction over the location of the call as recommended by the Seven Mountains EMS Council and/or Local Municipalities. Centre County Emergency Communications Center will accept and follow the territory jurisdictions for BLS and ALS services response recommended by the Seven Mountains Emergency Medical Services Council All EMS services dispatched through the Centre County ECC will be alerted by tone activated pagers utilizing the UHF Paging radio system. Centre County EMS services operate primarily on the 800Mhz Trunk radio system. Med 4 can be used as Hailing System. The EMS Med Radio System is the State and National radio communications system for ambulance to hospital communications. 8.1.1 Dispatch Message The dispatch message will include the following information: A. EMS box number B. Borough or Township for which the incident is in.
    [Show full text]
  • Fire Service Features of Buildings and Fire Protection Systems
    Fire Service Features of Buildings and Fire Protection Systems OSHA 3256-09R 2015 Occupational Safety and Health Act of 1970 “To assure safe and healthful working conditions for working men and women; by authorizing enforcement of the standards developed under the Act; by assisting and encouraging the States in their efforts to assure safe and healthful working conditions; by providing for research, information, education, and training in the field of occupational safety and health.” This publication provides a general overview of a particular standards- related topic. This publication does not alter or determine compliance responsibilities which are set forth in OSHA standards and the Occupational Safety and Health Act. Moreover, because interpretations and enforcement policy may change over time, for additional guidance on OSHA compliance requirements the reader should consult current administrative interpretations and decisions by the Occupational Safety and Health Review Commission and the courts. Material contained in this publication is in the public domain and may be reproduced, fully or partially, without permission. Source credit is requested but not required. This information will be made available to sensory-impaired individuals upon request. Voice phone: (202) 693-1999; teletypewriter (TTY) number: 1-877-889-5627. This guidance document is not a standard or regulation, and it creates no new legal obligations. It contains recommendations as well as descriptions of mandatory safety and health standards. The recommendations are advisory in nature, informational in content, and are intended to assist employers in providing a safe and healthful workplace. The Occupational Safety and Health Act requires employers to comply with safety and health standards and regulations promulgated by OSHA or by a state with an OSHA-approved state plan.
    [Show full text]
  • FA-185 Retention and Recruitment for the Volunteer Emergency Services
    U.S. Fire Administration Retention and Recruitment for the Volunteer Emergency Services Challenges and Solutions FA-310/May 2007 U.S. Fire Administration Mission Statement As an entity of the Federal Emergency Management Agency (FEMA), the mission of the USFA is to reduce life and economic losses due to fire and related emergencies, through leadership, advocacy, coordination, and support. We serve the Nation independently, in coordination with other Federal agencies, and in partnership with fire protection and emergency service communities. With a commitment to excellence, we provide public education, training, technology, and data initiatives. U.S. Fire Administration Retention and Recruitment for the Volunteer Emergency Services Challenges and Solutions FA-310/May 2007 This text was revised for the NVFC and the USFA by the staff of the Volunteer Firemen’s Insurance Services (VFIS) with additional research by St. Joseph’s University of Pennsylvania. Peer reviewers of the final draft included: Robert Drennan, MS, CFPS Dr. Robert S. Fleming, CFO Daniel B. C. Gardiner, CFPS David Jacobowitz William Jenaway, PhD, CFPS, CFO Chief Scott Kerwood Vincent McNally, PhD Michael A. Wieder, MS The following fire departments contributed to the success of this document: Eastwood Fire District Fisher Ferry Volunteer Fire Department German Township Volunteer Fire Department Groesbeck Volunteer Fire Department Leon Springs Volunteer Fire Department Montgomery Township Fire Department Norristown Volunteer Fire Department Orange County Emergency Services District # 1 PREFACE n 2004, the U.S. Fire Administration (USFA) and The Department of Homeland Security I(DHS) worked in partnership with the National Volunteer Fire Council (NVFC) to revise the 1998 text, Retention and Recruitment in the Volunteer Fire Service: Problems and Solutions.
    [Show full text]
  • County Code of Douglas County, Kansas
    Official County Code of Douglas County, Kansas CHAPTER 5. EMERGENCY MEDICAL SERVICES AND EMERGENCY PREPAREDNESS Article 1. DEPARTMENT AND DIVISIONS ................................................ 1 Article 2. EMERGENCY MEDICAL SERVICE RATES .............................. 4 Article 3. RECOVERY OF EXPENSES FOR RELEASE OF HAZARDOUS MATERIAL .................................................... 6 Article 4. LOCAL EMERGENCY MANAGEMENT PLANNING .................. 8 Article 5. AMBULANCE SERVICE LICENSE REQUIREMENTS AND REGULATIONS ......................................................... 16 ARTICLE 1. DEPARTMENT AND DIVISIONS 5-101 DEPARTMENT OF EMERGENCY MEDICAL SERVICES AND EMERGENCY MANAGEMENT ESTABLISHED. In order to consolidate and coordinate the administration, planning and execution of emergency medical services and emergency preparedness activities in Douglas County, there is hereby established a Department of Emergency Medical Services and Emergency Management, consisting of an ambulance service division and an emergency management division. The department shall be under the administrative supervision of a director who shall be appointed by the county commission upon the recommendation of the county administrator. (Res. 86-15, Sec. 1) (Res. 95-53, §1,2) 5-102 AMBULANCE SERVICE DIVISION. a) The ambulance service division shall be responsible for the operation of the Douglas County ambulance service under the authority of K.S.A. 65- 4301, et seq., and amendments thereto, other applicable state and local laws, and such policies as shall
    [Show full text]
  • California Emergency Services
    CALIFORNIA EMERGENCY SERVICES ACT CALIFORNIA DISASTER ASSISTANCE ACT EMERGENCY COMPACTS • INTERSTATE CIVIL DEFENSE AND DISASTER COMPACT (1951) • EMERGENCY MANAGEMENT ASSISTANCE COMPACT (2005) CALIFORNIA DISASTER AND CIVIL DEFENSE MASTER MUTUAL AID AGREEMENT Edmund G. Brown, Jr. Governor 2015 Edition Publishing Information This document was produced by: California Governor’s Office of Emergency Services 3650 Schriever Avenue Mather, CA 95655 Phone: (916) 845-8510 The statutes contained in this publication may also be searched at: www.caloes.ca.gov (Laws and Regulations) or www.leginfo.ca.gov The State of California makes no warranty, express or implied, and assumes no liability for omissions or errors contained within this publication. Table of Contents California Emergency Services Act..................................... 1 Article 1 – Purpose....................................................................1 § 8550. Findings and Declaration ................................................ 1 § 8551. Short title ........................................................................ 2 Article 2 – General Definitions ...................................................2 § 8555. Definitions governing construction ................................ 2 § 8556. “Governor” defined ........................................................ 2 § 8557. Definitions....................................................................... 2 § 8558. Conditions or degrees of emergency; “state of war emergency”, “state of emergency”, and “local emergency” defined........................................................................................
    [Show full text]
  • ESF-9 Search and Rescue I. INTRODUCTION II. POLICIES
    Snohomish County CEMP ESF-9 Search and Rescue ESF Coordinator Snohomish County Sheriff’s Office (SCSO) Primary Agencies Snohomish County Sheriff’s Office (SCSO) Snohomish County Municipal Fire Departments and Districts Supporting Agencies Law Enforcement Agencies Snohomish County Volunteer Search and Rescue Snohomish County Department of Emergency Management Radio Amateur Civil Emergency Service (RACES) Snohomish County Public Works (GIS) United States Navy United States Coast Guard United States Air Force Civil Air Patrol List Federal or State responsibilities and restate in responsibilities section if doing so lends clarity to the ESF Federal and State primary and supporting agency responsibilities for this ESF are outlined in the National Planning Frameworks (Federal) and Washington State Comprehensive Emergency Management Plan. I. INTRODUCTION Purpose To provide for the effective utilization of search and rescue resources and provide for the control and coordination of various types of search and rescue operations involving persons in distress, resulting from an emergency, disaster, or catastrophic event. Scope This ESF details the roles and responsibilities of agencies responding to Search and Rescue operations, either wild land or urban. State law encompasses both wild land and disaster (urban) SAR. II. POLICIES Land SAR activities are initiated, coordination and directed by the local law enforcement agency responsible for the jurisdiction. Air SAR for missing or downed civil aircraft is the responsibility of the Washington Department of Transportation (WSDOT) and appropriate Federal agencies. ESF-9 Search and Rescue December 1, 2013 1 of 6 Snohomish County CEMP III. SITUATION Emergency/Disaster Conditions and Hazards Refer to the Snohomish County Hazard Identification and Vulnerability Analysis (HIVA) (published separately) for the natural and manmade events that may affect Snohomish County.
    [Show full text]
  • NANPA Annual Report 2019
    North American Numbering Plan Administrator Annual Report 2019 Table of Contents NORTH AMERICAN NUMBERING PLAN ........................................................................ 4 NANP History ........................................................................................................................ 4 North American Numbering Plan Administration ............................................................ 4 NANPA Neutrality ................................................................................................................ 5 NANP ADMINISTRATION SYSTEM ................................................................................ 5 NAS Central Office Code Administration ......................................................................... 6 5XX NPA Resource Administration .................................................................................... 7 Applying On-line for Other Numbering Resources .......................................................... 7 NANP Notification System .................................................................................................. 8 NAS NRUF .............................................................................................................................. 9 NAS Reports ......................................................................................................................... 9 NAS User Registration ........................................................................................................ 10 CODE ADMINISTRATION
    [Show full text]
  • Emergency Services
    Josephine County, Oregon Human Resources Office Josephine County Courthouse 500 NW 6 th Street Dept 11 / Grants Pass OR 97526 (541) 474-5217 / FAX (541) 474-5218 / TTY (800) 735-2900 POSITION DESCRIPTION Job Title: Emergency Services – Search and Rescue Coordinator Department: Sheriff ’s Office FLSA Status: Non Exempt Job Code: 23 WC Code: 8810 Effective Date: Last Revised: December 28, 2007 Pay Grade: M17 Union: Non-Union SUMMARY Serves as the Emergency Services Manager, administered by the County Sheriff, and the Search and Rescue Coordinator. Is responsible for coordination of the County’s disaster mitigation, preparedness, response and recovery activities. Provides technical and professional advice to staff members, to other departments and agencies as appropriate. NATURE AND SCOPE The Emergency Services/Search and Rescue Coordinator is a supervisor. Position requires a wide diversity of work situations which involve a high level of complexity. Complexity is due to the number of activities which must be coordinated with various State, Federal and County agencies. The position reports to the Undersheriff, and may receive instructions involving administrative matters from the Sheriff. ESSENTIAL DUTIES AND RESPONSIBILITIES Under the general supervision of the Undersheriff the position: A. Organize, administer and maintain the County Emergency Services and Sheriff’s Office Search and Rescue Programs to meet emergencies arising form man-made or natural disasters. B. Makes public appearances to promote the County Emergency Services Program, recruit volunteer personnel and offers liaison services to other State, County and City agencies. C. Promotes the Emergency Services and Search and Rescue Program through news media via news releases, publicity material and personal appearances.
    [Show full text]
  • Emergency Medical Services Project
    DEMOCRACY IN ACTION Emergency Medical Services Project Social Science 495 – Capstone in the Social Sciences Spring 2017 Dr. Matthew Atherton Jenny Duffy EMT-P, RN Associate Professor EMS Coordinator Sociology San Marcos Fire Department [email protected] [email protected] Emergency Medical Services DEMOCRACY Project IN ACTION Social Science 495 – Capstone in the Social Sciences Background Objective To decrease the frequency of repeat 911 callers by finding alternative options and community resources that are more appropriate to their needs rather than repeated use of Emergency Medical Services (EMS). Utiliza-tion of alternative options and resources for low acuity, non-emergent patients will help increase the avail-ability of EMS to higher acuity patients, decrease offload delays at the Emergency Room (ER), and decrease re-admittance rates. Problem Fire Service based EMS can be considered the gatekeepers to the healthcare system. The number of 911 habitual users has increased, with these users accessing the system for a plethora of reasons. These reasons include having limited access to primary care, assisted care, or follow up care; a lack of awareness of how to access resources other than 911 for low acuity issues; or suffering from mental health issues or substance abuse problems that interfere in appropriate determination of the 911 system. The increase in the frequency of habitual users places a strain on EMS operationally as well as financially. This affects EMS resources, including the fire department, Emergency Medical Technicians (EMTs), paramedics, law enforcement, dispatch, ERs, hospitals, Psychiatric Emergency Response Team (PERT) clinicians, and neighboring agency resources. Previously identified potential solutions involve delivering patient care follow-up, establishing patient care plans and education, alignment of resources for low acuity needs, and local partnerships with law enforce- ment and hospitals.
    [Show full text]
  • State of Hawaii Emergency Operations Plan ‐ Basic Plan ‐
    HAWAII EMERGENCY MANAGEMENT AGENCY STATE OF HAWAII EMERGENCY OPERATIONS PLAN ‐ BASIC PLAN ‐ HAWAII EMERGENCY MANAGEMENT AGENCY May 2017 Hawaii Emergency Management Agency | Authority and Adoption Letters i State of Hawaii Emergency Operations Plan May 2017 This page intentionally left blank. ii Authority and Adoption Letters | Hawaii Emergency Management Agency State of Hawaii Emergency Operations Plan May 2017 AUTHORITY AND ADOPTION LETTERS EXECUTIVE SIGNATORY PAGE The most fundamental function of government is providing for the safety and welfare of the public. An effective emergency management program is essential to ensuring the State of Hawaii fulfills this responsibility when our residents and visitors are threatened or impacted by emergencies or disasters. The State of Hawaii Emergency Operations Plan establishes the framework the state will use to organize and coordinate its emergency management activities when the state’s assistance is required to save lives and to protect public safety, health, welfare and property. This plan establishes the emergency management responsibilities of state departments and agencies, and identifies how they will work with the Hawaii Emergency Management Agency (HI‐EMA) to ensure the state is prepared to execute a well‐coordinated, timely and consistent disaster response. The plan also addresses how the state’s activities will be integrated with county and federal government response efforts and incorporate partners from the private sector and non‐governmental organizations. The State of Hawaii Emergency Operations Plan is intended to be a living document that evolves and improves as the outcomes of ongoing planning efforts, exercises and real world events are incorporated. The execution of this plan requires the collective efforts and ongoing commitment of all state entities, all levels of government and the community at large.
    [Show full text]
  • Covid-19 Vaccinations
    COVID-19 VACCINATIONS Emergency Services Sector COVID-19 vaccinations are now available for individuals working in the Emergency Services Sector! Please review the information below regarding eligibility and vaccination options available to you. Appointments Must Bring Must Bring Required At Most Sites Photo ID Proof of Eligibility Schedule An Appointment • Law Enforcement: Scripps Health will be coordinating vaccinations for uniformed law enforcement agencies. Please contact your employer for information on how to get a vaccine. • Healthcare Provider: If you have a doctor or are enrolled with a local healthcare system, please work with them to schedule an appointment. Many providers are notifying their patients directly with next steps to receive the COVID-19 vaccine based on federal and state guidance. • County Locations: If you are unable to get the COVID-19 vaccine from your employer or your healthcare provider, the County of San Diego and its partners are offering vaccinations to individuals in eligible priority groups. Appointment information for County vaccination super stations and PODs is available online at www.VaccinationSuperStationSD.com. Proof of Eligibility Individuals must be able to show they live OR work in San Diego County AND meet the current eligibility requirements (see page 2) at the time of their appointment to be vaccinated. Appointments will not be honored for individuals unable to meet these requirements. You will need to bring a photo ID (school or work ID, membership card, etc.) AND at least one of the documents
    [Show full text]
  • Application for 9-1-1 Consolidation Plan
    j7—C≠~- I~1 ILLINOIS STATE POLICE 7/20/17 Office of the Statewide 9-1-1 Administrator State of Illinois Application for 9-1-1 Consolidation Plan iSP 7-302(5/16) INTRODUCTION The following document provides the application for submitting a 9-1-1 Consolidation Plan that will supply the Department of State Police (Department) the Illinois Commerce Commission (ICC). the Statewide 9- 1~1 Advisory Board (Advisory Board) and the Statewide 9-1-1 Administrator (Administrator) with the INTRODUCTION Teflovving document provides thoappication forsubrnrltinga9-I-t Modification Planihat wf I supplytne Department of State Potce tDepartnioriti. the MUncie Commerce Commission tICC). the Statewide 9-1-I Advisory Boaw tAdvnory Board) and the Statewide 9-i-I Adn,inrstrator (Adminlsiratori with the necessary information atiout your proposal to modiiy your 9-1-1 system. AU moditted plans must comply with 83 Mi. Aura Code Part 325 ~Q.tW_EP.E~MQPIEJ.E~.9*ifbN.1 The following 9-1-1 system changes require Administrator approvaL 1) Changing boundaries that reQuire art intergovernmental agreement between local ooverrtmentat entities tO exclude or include residents wtthrn the 9-1-1 junsd~cton 2) Changing or add;ng a 9-1-I system provider 3) Changes in nelwtrlt contiguratlon. except as provideo for rn subsection 1325.200th;. li.o ~ ot a Next Generation 9-1-1 (NG9-l-il systeml 4) Change of Backup PSAP arrangement The Modified Plan must include tie tellowtng documents. General Information Contact and 9-i-i System iniormaiicn. Verification Notarized statetltcnl of truth regarding information p~ouided rn Inc fran Letter of Intent Letter that is sent to the 9-1-1 System Prowoer wrih a copy 01 the olan Plan Narrative A summary of the changes of the proposed systems operation Financial Information A summary ol anticipated plementaton costs and annual operating costs of the moditied 9-1-1 system that are directly associated with 9-1-1 as well as tne anticipated revenues 5-Year Strategic Plan A detailed plan tot implenient000n and linancial prolectrons.
    [Show full text]