Quality Assurance

in the Dispatch Center

Dave Larton

Photographs: (select thumbnail to view detail image)

Many agency QA programs are usually reactive rather than proactive, and usually not performed on a regular and continuing basis. Those agencies with proactive QA programs are generally better trained and less subject to liability claims. Ken Jerr (Columbus, OH, Fire Alarm)

This article can be found on page 58 of the Nov/Dec 1998 issue of  9-1-1 Magazine.

What is Quality Assurance? Quality Assurance (QA) is any action that can be taken to prevent quality problems from occurring in the workplace. In the Center, this means implementing plans and programs that help improve overall product quality. The "product," of course, is the service provided by the agency to the community it serves.

Kevin Willett, Senior Instructor with Public Safety Training Consultants, elaborates: "It's a way to combine self-critiquing the efforts of calltakers and dispatchers along with input from the community to monitor the quality service your center provides. In public safety we don't have competition like the private sector does. We do however, have to be in touch with our customer base including responders to see what our `buzz on the street is.'"

Many agencies implement some type of QA program, usually in the form of a Customer Service Plan. Under the plan, employees make every effort to please the customer by creating customer satisfaction. QA frequently stops at that point. Many agency programs are usually reactive, (reviewing performance only when an agency receives a complaint), rather than pro-active, and usually not performed on a regular and continuing basis.

Why the breakdown? "Agencies tend to equate QA with IA (Internal Affairs)," says Alan Burton, publisher of Dispatch Monthly magazine. "The employees do too. Employees can view the QA process simply as a way of `Monday morning quarter-backing' them, pulling their calls apart in an attempt to discipline them for errors performed during the event." Kevin Willett agrees. "Habitually, the public sector is ten years behind the times. Unfortunately, the only required QA has been in the EMD arena. That's a start, but not enough. We need to demonstrate a desire to deliver quality service."

"If an agency wants to have a QA program in which discipline is the primary element, it may be better than not having a QA program at all, provided the agency is open and honest about it," says Burton. "Unfortunately, many agencies hide their true intent under the guise of trying to improve or guarantee quality. A good system would use a random selection of events, and then review the events from start to finish including all peripheral participants. If operational or personnel deficiencies are discovered in the process, they should be used as a basis for re-training, but not for discipline. In such a system, participants are more-likely to cooperate, thereby reducing the likelihood of an adversarial proceeding."

Chip Yarborough, Lead Dispatcher for the City of Mountain View (CA), also advocates the positive approach to quality assurance. "The only effective way to have a QA program is if you make it positive, and you identify all aspects of quality. Less than fifteen percent of the incidents are the fault of an individual dispatcher. Most issues, if you really look at them, especially in our business, are system related, meaning that more than one or two employees would experience the same challenge if faced with that issue."

How can an agency improve the quality of their work without falling into the trap of having employees being in fear of constant discipline? The actual QA process is made up of three elements:

Develop the plan. A successful QA plan must identify the tasks, processes and systems critical to the dispatchers role, and develop a meaningful and realistic set of performance standards. How many times may the telephone ring before a 9-1-1 call is answered by a calltaker? How is an emergency call transferred? What radio procedure are to be followed during a police pursuit? Most of the initial effort will be in determining what are considered acceptable performance standards to the agency. Everyone in the unit should review these standards, and their input added to the overall performance criteria.

Document the plan. Quality Assurance procedures need to be integrated into a department's dispatcher training manual. Developing acceptable performance standards is a crucial element in formulating a successful QA program. These standards must be documented and adhered to. Many agencies tend to slip in their documentation, using the theory that "what we don't write down, we don't have to be accountable for." This can be devastating to a department, especially when a perceived dispatcher error brings the agency into court. One of the first questions asked of your agency will be: "what are your performance standards?" Take the time to write it down before the problem occurs.

Instruct the staff. To get the staff to buy into the concept of Quality Assurance. It's important to involve them in every step of the process. Stress that it is the responsibility of every employee to participate in the QA plan. A frequently used approach is the establishment of a Quality Assurance Team, made up of line dispatchers as well as supervisors, to review dispatcher telephone procedures and computer generated events. These teams meet on a regular basis, and review events at random. If an error is detected, a review of the procedure, as well as the dispatcher's performance, is conducted. The driving force should be `does the procedure need to be changed?' `How can we make things better?' and `how can we keep the error from re-occurring?' Re-training in the accepted procedure, rather than automatic discipline, should be given to all affected parties, if needed. Suitable documentation of the review, with solutions offered and given, should be a part of the employee's overall performance evaluation.

Kevin Willett brings the QA principle to the dispatch center this way: "Take baby steps. Tape critiques, training and surveys are a great start. Tape critiques by a small QA board within the agency. Include a calltaker, dispatcher and first responder. Have a critique form and listen to random tapes monthly. Make sure to praise every success. Training must be done to instill the agencies commitment to QA. We were shocked recently when we offered a Customer Service class in Iowa. Over 140 people wanted to attend. It shows that priorities are changing. Surveys can be simple post cards generated to callers of 9-1-1, asking their level of satisfaction."

The formation of a Quality Assurance Team, conducting regular random spot-checks of the system, makes it easier for that same team to review complaints generated against agency personnel. A review of the employee's performance, as well as a review of the procedures involved, using standardized criteria, can give better results and lead to improved performance that using discipline alone. If the Quality Assurance Team meets to review procedures on a regular basis, the employee will be less intimidated when his or her performance is reviewed as part of a complaint.

The Quality Assurance Team approach is already a part of most Emergency Medical Dispatch programs, with a review conducted of the EMD procedure cards as well as the dispatcher's performance. The review occasionally leads to changes in the EMD program, with a potential benefit to all participants.

"As dispatchers, we are not used to having our actions measured numerically, other than the time it takes to accomplish a given task like answer the phone in three rings, or dispatch a unit within 30 seconds," says Doreen Hargrave, Senior Dispatcher, Training, for the San Jose (CA) Fire Department. "Those measurements are generally automated, making the numbers less apt to be questioned. Breaking our jobs down to specific, measurable increments, and then assigning a minimum performance level or standard can be time consuming. It can also be frightening to those of us who have not had a measurable "output," and therefore have not had our performance assigned a numerical assessment." Given participation in the development of the standards, provision of training on how to attain them, and allowed feedback to see where improvement might be needed, Hargrave feels this kind of qualitative appraisal can be a very valuable tool.

"First and foremost, you provide the dispatcher with opportunities to improve their performance without having to have suffered negative consequences - before any trouble arises," Hargrave says. "Second, you are able to provide realistic, understandable information about the work the organization does. You can learn a great deal about where training needs to occur, what policies may need to be updated, and where technology may be able to help improve the service you provide. Third, a manager may also be able to use this data in the ongoing, never-ending quest for funds, personnel, and other resources to improve the workplace."

The key, according to Willett, is trust between the dispatch center management and its personnel. "No agency can function effectively unless there is trust. 9-1-1 managers must set clear guidelines that show the goals of a QA program. Remediation, appreciation and training should be the outcome of QA. If someone makes mistakes, you remediate or train. If they shine, they should be appreciated. Of course, if there is gross negligence, discipline may be necessary but should never be the goal. It's a way to achieve a better employee, not to conduct an employee hunting expedition".

As Alan Burton agrees: "I believe every communications organization should embrace a properly configured and managed QA program with no disciplinary components." Employees need not have to fear the existence of a Quality Assurance program. How can a good QA program get dispatchers to participate without being fearful of disciplinary action? "By knowing the rules," says Willett. "What do you expect to gain from QA? If it's positive in nature, dispatchers will participate. Let dispatchers help set the goals. Participative Quality Assurance - what a theory!"

The QA concept, properly planned, documented, and instructed to the staff, can improve the overall quality of the service we all provide to our communities. It requires a dedication to quality, a commitment toward improving the procedures and performance of the dispatch center, and a positive approach. With support from management as well as employees, the entire Center can benefit from a Quality Assurance program.