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III' ‘ IIIIIII‘1‘."H'I-‘,I[II1‘I\' 'N‘LII‘ kflki'lué’v‘iflllufii . ‘ M'I‘Jy'1‘Mu-‘H‘u‘vw: 'H 5?.‘wm " ..v ,. ! ! H'Jfilwf 4 2., I, .. WI. \.I' ”w. awn W :I"II.|..IIII f". q‘I-I , . I,‘ '{MU I - u. 'n‘ '\‘ uI- :‘x>”“{ IN“ "2.¢~ H ITiUYI I q . ,I V :.v*»~"*4~.i.§I. II‘ I w 1 .IL", IHESts This is to certify that the thesis entitled DEVELOPMENT AND DESIGN OF A POLICE DISPATCH, COMMUNICATIONS AND RECORDS SYSTEM presented by Larry A. Theisen has been accepted towards fulfillment of the requirements for Master's degree in Science flf‘» /v/. M4 MM 7 Major professor Date JUIY 12, 1978 G7 639 © 1978 LARRY A. THE | SEN ALL RI GHTS RESERVED DEVELOPMENT AND DESIGN OF A POLICE DISPATCH, COMMUNICATION, AND RECORDS SYSTEM By Larry A. Theisen A THESIS Submitted to Michigan State University in partial fulfillment of the requirements for the degree of MASTER OF SCIENCE School of Criminal Justice 1978 ABSTRACT DEVELOPMENT AND DESIGN OF A POLICE DISPATCH, COMMUNICATION, AND RECORDS SYSTEM By Larry A. Theisen The Problem The need for an integrated police dispatch communications and records system has been long standing a universal problem for law enforcement. Large, expensive, demanding main-frame computers have prevented the police from acquiring their own systems. The Lansing Police Department (Lansing, Michigan) has developed a Police System to serve the needs of law enforcement at the county level. This system is comprised of a 911 Emergency Telephone System, Computer-Aided Dispatch System, Mobile Digital Radio System, and Computerized Records System. The Approach A chronological approach is presented that illustrates the development of each subsystem. Explanations presented demonstrate why the various system features were included in the design. Data necessary for decision making in the design of the var- ious systems is identified and uses explained. Problems associated with the development of the Police System are discussed and recom- mendations to avoid these situations are outlined. Larry A. Theisen Recommendations A series of seven recommendations were developed that address the design of the Police System from conception to the point of implementation. l. Hire experienced professional people to perform the follow- ing functions: research and planning, systems analysis, budgeting, purchasing, and technical advisors. 2. Conduct regular meetings between each participating jur- isdiction's legislative body, system Governing Board member and a system planner. This eliminates confusion and the transfer of mis- information. 3. Employ a Director of the System at the onset of the pro- ject. This creates a position for authority, responsibility and decision making. 4. Design the system for implementation in one jurisdiction initially. This reduces the complication of multi-jurisdictional funding and services. 5. Conduct an independent feasibility study at the completion of the design stage and prior to implementation. This will avoid implementation of a system that will not function. 6. Provide sufficient funds for several on-site visitations to existing installations. On-site analysis and interviews provide a wealth of information not available in the literature. 7. Identify funding sources at the onset of the project and obtain a commitment to participate. This eliminates jurisdictions withdrawing their support midway through the system. Larry A. Theisen Implications First, a model has been identified for the planning and design of such a system. The Police System itself is a model for law enforce- ment. The capabilities of the system and its ability to expand are unlike any other system in operation. No existing system has all of the capabilities of the Police System. This has been determined from vendor input, current literature on this type of technology and these types of systems and through consultation with the Office of Criminal Justice Programs. The features are a combination of the best from existing systems and include new ideas tailored to this region. Transferability of this system to other jurisdictions pre- sents an ideal situation. Flexibility is the key word, unlike pre- vious law enforcement systems. The effects of the Police System will benefit the community, the users and management. Cost savings, increased efficiency and effectiveness are the expected results. Dedicated to my father, w.A. Theisen ii ACKNOWLEDGEMENTS I would like to express my appreciation to Dr. John McNamara whose guidance was an asset to the completion of this project. In addition, I thank the Lansing Police Department for the opportunity to be associated with the development of the Police System and being allowed to utilize the data involved in the planning. A special acknowledgement is given to Matthew F. Winger, who designed and coordinated the efforts involved in the planning of this system. Without his continued support and involvement, the Police System and this project would be incomplete. iii TABLE OF CONTENTS Page LIST OF TABLES ......................... vii LIST OF EXHIBITS ........................ viii Chapter I. THE PROBLEM ....................... I History of the Problem ................ 3 Overview of the Police System Design ......... 13 II. REVIEW OF THE LITERATURE ................. l6 General Literature .................. 16 Planning Documents .................. l9 Successful System Documentation ............ 28 Documentation of Problem Systems ........... 33 Summary of Literature Review ............. 33 III. THE IMPLEMENTATION SITE ................. 38 IV. DEVELOPMENT OF A DATA BASE FOR SYSTEMS DESIGN ...... 45 Summary of Data Collection Efforts .......... 52 V. DESIGNING THE 91l EMERGENCY TELEPHONE SYSTEM ....... 54 Background Information ................ 54 Design Considerations ................. 56 Operation and Staffing ................ 57 9ll Emergency Telephone System Capabilities ...... 62 Projected System Capabilities ............. 65 Evaluation of the System ............... 69 l Summary ........................ 71 VI. DESIGN OF THE COMPUTER-AIDED DISPATCH SYSTEM ....... 72 Background Information ................ 72 Design Considerations ................. 75 Control of the CAD System. . . . ........... 77 Design Analysis ....... ‘ ............. 77 iv Chapter Page VII. VIII. IX. XI. CAD Functions .................... 83 CAD Features ..................... 87 CAD/Management Information .............. 89 CAD/Law Enforcement Management System ........ 91 CAD/911 ETS/LEMS and Computers ............ 94 CAD and Its Impact on Other Systems ......... 95 Computer-Aided Dispatching/Evaluation ........ 96 Summary of CAD .................... 100 DESIGNING THE MOBILE DIGITAL RADIO SYSTEM ........ 102 Background ...................... 102 Data Analysis .................... 103 Design Considerations ................ 104 System Design .................... 105 Mobile Digital Radio System Features ......... 107 Mobile Radio Digital System Evaluation ........ 108 Mobile Digital Radio System Impact .......... 108 DESIGN OF THE COMPUTERIZED RECORDS SYSTEM ........ 110 Background Information ................ 110 System Design .................... 111 System Reliability .................. 116 Computerized Records--Impact ............. 117 Evaluation of the System ............... 119 THE POLICE SYSTEM .................... 120 Overview ....................... 120 Goals of the Police System .............. 121 System Design .................... 121 System Design--The People .............. 123 Police System Costs ................. 126 Police System Functions and Features ......... 129 Evaluation ...................... 129 IMPACT OF THE POLICE SYSTEM ON THE CRIMINAL JUSTICE SYSTEM(S) ........................ 131 Overview ....................... 131 Police System and the Courts and Prosecutors ..... 133 RECOMMENDATIONS AND CONCLUSIONS ............. 135 Recommendations ............. . ....... 135 Recommendations-~Summary ............... 138 Conclusions ..................... 139 Summary ....................... 141 V Page BIBLIOGRAPHY .......................... 142 APPENDICES A. DATA COLLECTION AND PLANNING METHODS ........... 146 B. SURVEY AND STUDY RESULTS ................. 165 C STAFFING CALCULATIONS .................. 219 D DATA COLLECTION, RETRIEVAL AND INTERRELATIONSHIPS . . . . 224 vi LIST OF TABLES Table Page 1. Computerized Records, Management ............. 113 2. Computerized Records, Regulatory ............. 114 3. Computerized Records, Services .............. 115 4. Computerized Records, 911 Emergency Telephone System/CAD . 115 vii LIST OF EXHIBITS Exhibit A. A Checklist for Action ................. B. Lansing City Council Resolution ............. C. Central Police Dispatch Communications Network ..... D. Central Police Dispatch Communications Center ...... E. Key Project Findings, Alameda County .......... F. Real-Time Deployment System Flow ............ G. Huntington Beach Computer-Aided Dispatch ........ H. Hardware Components of a CAD System ........... 1. Software Components of a CAD System ........... J. CAD/Complaint Entry Flow Chart ............. K. State of Michigan Map .................. L. Ingham County Map .................... M. Emergency Service Agencies ............... N. Total County Statistics, 1976 .............. 0. Frequency Assignment/Vehicle Distribution by Agency. . . P. Workload Represented in Manhours ............ Q. Present Communications Center Personnel ......... R. Proposed Communications Center Personnel ........ 5. Existing Communications Center Layout .......... T. Proposed 911 Communications Center Layout ........ U. 911 Emergency Operations Center Governing Structure. . . viii Page 6 9 22 23 26 30 32 34 35 36 39 4O 42 49 50 51 60 61 67 68 78 Exhibit Page V. BB. Projected Workload Reduction Represented in Manhours Saved ......................... 81 CAD Functional Requirements in Selected Police Departments ...................... 82 Communications System Functional Block Diagram ...... 84 Police Department Computer-Aided Dispatch System ..... 90 The Police System .................... 122 System Design-~The People ................ 124 Implementation Expenses ................. 127 ix Q IA W. 1:14 ‘\. CHAPTER I THE PROBLEM The purpose of this study is the design and development of a police dispatch, communications and records system: at the county level. This system shall be referred to as the Police System. This system was designed by the staff of the Lansing Police Department, Lansing, Michigan, to initially serve the County of Ingham, with the capability to expand into a Tri-County operation. The Police System will be a computerized system interfaced with the following elements of the criminal justice information system: A. The State level Law Enforcement Information Network, the National Crime Information Center, and the Michigan Secretary of State, and; B. Criminal Justice Information Systems of the (1) Courts, and; (2) Prosecutors. All of the above systems when interfaced with the Police System will provide a complete Criminal Justice Information System. Development of the Police System will center around the design of each of the following subsystems: A. 911 Emergency Telephone System; B. Computerized Police Dispatching System; 1 C. Mobile Digital Police Radio Communication System; and D. Computerized Police Records System. The need for the Police System has been long standing and a universal problem for law enforcement. Large, expensive, demanding main-frame computers have generally prevented the police from acquir- ing their own systems. Police agencies are typically relegated to the use of a main-frame computer, owned by the City or County, on a shared-time basis with their programs having a low priority. Within the project area of the Police System, only a few of the participating agencies have access to computers, and this is on a shared-time basis. Only the Lansing Police Department has technical personnel employed to develop computer programs for law enforcement needs. All of the agencies in the project area maintain manual paper files. Within these massive independent systems, there is little or no system for preventing, detecting or correcting errors. Also, there is a lack of standardization throughout the project area with regard to the types of data gathered and forms control. Administrators requesting decision or policy making informa- tion have to wait while the data is manually gathered and analyzed. This type of data manipulation does not provide for timely distri- bution. The implementation of the Police System will address and resolve all of the above problems. It will also address problems in the areas of communications, both telephone and radio, and automate a large portion of the dispatching functions. The Police System will be a system available directly to law enforcement and reducing the shared-time computer concept currently hindering law enforcement today. The advent of mini-Computers and micro processors has made it possible for police agencies to individually or collectively purchase and program a computer to meet their specific needs. This type of system can be located in-house at a reasonable cost, without making major demands on the environment and utilities of the site. When police agencies collectively procure a system, many benefits can result. The most important benefit is that separate, yet interrelated and interdependent agencies can combine to form a strong, and coordinated union to carry out their criminal justice responsibilities. To date, nearly all law enforcement agencies within a given region operate independently with regard to standard- ized data collection, forms control, and the management of emergency services resources. History of the Problem The problems of uncoordinated and independent law enforcement efforts came to national attention in 1971 with the appointment of the National Advisory Commission on Criminal Justice Standards and Goals. The Commission immediately presented a list of objectives. Three of those objectives directly relate to the necessity of devel- oping the Police System. Immediately develop and apply all available police agency, community, other criminal justice element resources to apprehend criminal offenders. Actively pursue criminal justice system coordination and effectiveness to serve society. 1‘. .h\ oh.» Immediately develop and apply every available technological resource to stop crime and apprehend offendersfl In 1973, the Commission presented its recommendations to the President in the form of standards and goals to achieve the initial objectives the Commission had proposed for law enforcement. Within these standards were specific references to the development and imple- mentation of the subsystems that will interface to form the Police System (page 12). Efforts to achieve the standards and goals proposed by the Commission began in 1973 at both the State and Local (Ingham County) levels in Michigan. The Michigan Advisory Commission on Criminal Justice was appointed at the State level. At the local level in Ingham County, political and law enforcement leaders formed a Tech- nical Committee to plan for the future implementation of a multi- jurisdictional 911 Emergency Dialing System. This was the initial step toward the development of the Police System that will consoli- date, coordinate and standardize the delivery of emergency services within a county, based upon the centralized uniform collection of data. Early on, at the local level, decisions were made about the development of a 911 system. It was not known at the time of these decisions that the result would be the Police System. It became apparent in 1974 that a 911 Emergency Telephone System would require the centralization of dispatching for all emergency services within the county. The 911 Technical Committee assisted by personnel from ‘_ 1The National Advisory Commission on Criminal Justice Standards and Goals, Police, U.S. Government Printing Office, 1973, P. 3. Michigan Bell Telephone then began to develop a research program for the planning of the 911 Emergency Telephone System (Exhibit A, page 6). Planning began as outlined in the "911 Checklist for Action" (Exhibit A). In late 1974, a 911 Implementation Committee was appointed by the City Council in Lansing (Michigan). Meetings, planning and general decision making continued on through 1975 and into February of 1976. At that point in time (February 2, 1976) a serious concerted effort was undertaken to plan for implementation of the 911 Emergency Telephone System. This effort began with a resolution of the Lansing City Council (page 9). The resolution contained several important decrees including a planned implementation date for the 911 Emergency Telephone System of July 1, 1977. It should be noted that the resolution charged the Lansing Police Department with the responsibilities of working with: Michigan Bell Telephone Company, providing and preparing a central- ized communications center, training personnel and operating the center, and budgeting the necessary funds. The 911 Implementation Committee was dissolved at this time and a 911 Governing Board com— posed of representatives from the participating agencies was estab- lished. Until the time of the 1976 resolution, the general planning aru! decision making had been under the control of the governmental officials with the police agencies represented. The planning had centered around only the development and implementation of the 911 The following checklist is provided as a guide to the activities which are usually necessary in order to develop and imple- ment a 911 system: Phase I. Planning Decisions 1. Formation of a planning task force (see also Phase II, Item 1 -Chief of Police, Sheriff, other law enforcement -Fire Chiefs -Mayor or other elected official -Representatives from other emergency service agencies -Te1ephone company representative -Civil defense representative -Representative of citizens' groups -0thers as desired 2. Review of existing information on 911. -Written materials -Contacts with communities already having 911 -Information provided by local telephone company 3. Decision about area to be served. -Multijurisdictional -Central office boundary considerations 4. Inventory of emergency services in 911 area. -Fire departments -Police agencies--loca1, county, state, and federal -Ambu1ance services -Hospitals -Poison control centers -Suicide prevention centers -Drug abuse centers -Civi1 defense agencies -Weather warning stations -Public works department -Others 5. Selection of agencies to be included. —Identification of primary responsibilities -Identification of secondary responsibilities and qualifications Exhibit A.--A Checklist for Action. (Source: 911 A Handbook for Community Planning, 1973.) 6. Location of answering center. -Police headquarters -Fire station -Separate communications center -Other 7. Answering center design decision. -Centra1ized reception/decentralized dispatch (relay) -Centralized reception/decentralized dispatch (transfer) -Centralized reception/centralized dispatch -Combinations of above 8. Equipment specifications. -Ca11ed party hold -Ring back -Centra1 office identification -0thers 9. Receive detailed cost quotation for 911 telephone service from serving telephone company(ies). Phase II. Planning Activities 1. Negotiations with neighboring jurisdictions, if multi- jurisdictional system. -Inc1usion of representatives on planning team -Arrangements for sharing responsibility for operating answering center —Cost-sharing arrangements 2. Assignment of responsibilities and drawing up of cooper- ation agreements with participating agencies. 3. Establishment of procedures for handling 911 calls. -Procedures for each kind of emergency -Procedures for nonemergency calls -Procedures for nuisance or false alarm calls 4. Determine who is to pay telephone bill and place order with the telephone companies. Phase III. Implementation Activities 1. Telephone equipment modifications. -Central office modifications -Insta11ation of special equipment in answering center Exhi bi t A.--Continued. 2. Training of 911 operators. -Techniques for dealing with distressed callers -Procedures for each kind of call -Familiarity with emergency resources -First Aid -Practice under simulated conditions 3. Publicity campaign, planning and implementation. -Te1evision, radio, newspapers -Printed materials -Telephone stickers -Signs or decals painted on public safety vehicles -Presentations to school and citizens group -Other publicity activities Phave IV. Implementation of 911 Acceptance of 911 calls on priority basis Discouraging nonemergency use of 911 Record-keeping activities Continuation of 911 publicity. wa-d o o o o Exhi bi t A. --Continued. ResolvedbytboCitndundllooCItyofhminq BY mm Terry J. McKane 2-23-76 WHEREAS, the Lansing City Council established a "Lansing 911 Implementation Committee" on December 23, 1974 composed of Mayor Gerald Graves, Councilman Terry J. McKane, Police Chief Thomas O'Toole, Fire Chief Carl Barratt, Director of Emergency Operations James Holcomb and two Ingham County Commissioners; and, WHEREAS, this Committee and staff personnel from several governmental entities have over the past year explored the most expeditious and efficient manner by which 911 service can be provided throughout the Tri-County area; and, WHEREAS, an attempt was made to establish a "first phase" 911 System within an area encompassing the Townships of Watertown, DeWitt, Bath, Delta, Windsor, Delhi, Alaiedon, Meridian and Lansing and the Cities of Lansing, East Lansing and DeWitt; and, WHEREAS, the governing bodies of the Countygof Ingham, the City of East Lansing and the Township of Lansing have informed the Chairman of the Implementation Committee, Councilman Terry J. McKane, that they desire to participate in the establishment of a 911 System; and, WHEREAS, the Townships and Cities enumerated above, with the exception of East Lansing and Lansing Township, have formally or informally declared that they do not desire to enter into a contract with the City of Lansing for 911 answering and dispatch services; and, WHEREAS, the Sheriffs of Ingham, Eaton and Clinton Counties, the MSU Safety Director and the Michigan State Police were also solicited as to their interest in participating in or assisting in the development of a 911 System; and, WHEREAS, the Sheriffs of Eaton and Clinton Counties have indicated that they do not desire to participate directly in the 911 System but support the concept; and, WHEREAS, the Sheriff of Ingham County and the Ingham County_ Board of Commissioners support the 911 concept and agree to implement the 911'System throughout Ingham County, by contract; and, WHEREAS, the "911" emergency telephone service will give the Public access to an emergency answering center which will permit the EXHIBIT B.--Lansing City Council Resolution. _w__ 10 expeditious provision of all emergency services to include, but not specifically limited to police, fire and ambulance dispatch; and, WHEREAS, the City Council of the City of Lansing is desirous of expeditiously providing a 3-digit emergency telephone number for the City of Lansing; NOW, THEREFORE, BE IT RESOLVED, that the City Council intends to proceed with the establishment of a 911 answering and dispatch center which will possess the capability of providing answering and dispatching service for the City of Lansing, the City of East Lansing, Lansing Township and the County of Ingham; and, BE IT FURTHER RESOLVED that the City Council directs the Chief of Police and the Fire Chief to establish a 911 answering and dispatch center with the capability for expansion to permit the provision of 911 answering and dispatch services to the City of East Lansing, Lansing Township and Ingham County, and subsequently the entire Tri- County region should they option, at some future time, to contract for 911 answering and dispatch services; and, BE IT FURTHER RESOLVED that the Mayor is directed to sign the appropriate contractual documents with the City of East Lansing, Lansing Township and the County of Ingham; and, BE IT FURTHER RESOLVED that the Chief of the Lansing Police Department is directed to: A. Take the administrative action necessary to commence the alterations to the 5th Floor Communication Center and the procurement and installation of all equipment required; B. Plan to have a fully operational 911 answering and dispatch center by July 1, 1977; C. Make the necessary arrangements with Michigan Bell Telephone Company. D. Budget the necessary funds to cover the service charges which are estimated to be $14,000 per year for the City of Lansing; and, BE IT FURTHER RESOLVED that the initial Governing Board for the 911 System will consist of the following officials: Chief, l_ansing Police Department; Chief, Lansing Fire Department; Chief, East Lansing Police Department; Chief, East Lansing Fire Department; EXHI BIT B.--Continued. 11 the Public Safety Director, Lansing Township; the Ingham County Sheriff and a representative from the Tri-County Emergency Medical Services Council; and, BE IT FURTHER RESOLVED that By-laws and an operating pro- cedure manual will be developed by the members of this board and sub- mittetho the respective legislative bodies of the voting members. These By-laws and operating procedures will be written and adopted by the Board within ninety days of its first meeting; and, BE IT FURTHER RESOLVED that the Board shall submit an annual report every January to each of its respective jurisdictions as to its operations, problems and other relevant information; and, BE IT FURTHER RESOLVED that ex-officio membership to this board will be offered the MSU Director of Safety, the Michigan State Police and the Tri-County Planning Commission; and, BE IT FURTHER RESOLVED that the Governing Board may add such additional voting or non-voting members as they may subsequently determine; and, BE IT FURTHER RESOLVED that the Implementation Committee established by City Council Resolution of December 23, 1974 is hereby dissolved and its functions and/or duties will be assumed by the 911 Governing Board and the Departments of Lansing City Government as appropriate, and, BE IT FURTHER RESOLVED that it is the Council's understanding that the basic equipment and installation costs are estimated to be $46,548 and that this amount will be paid for from a grant to be provided by the Tri-County Emergency Medical Services and should the final cost be more than this estimate, that the participating entities will share such costs by a cost-sharing formula as the Board may determine and that the equipment and installation costs that arise from governmental entities that subsequently contract for 911 answer- ing and dispatch services will be paid for by these governmental entities; and, BE IT FURTHER RESOLVED that the City Council and the Mayor of Lansing wish to express their thanks to the members of the Imple- mentation Committee and all personnel who participated in the plan- ning for the development of the 911 system. EXHIBIT B. --Continued. 12 Emergency Telephone System. The adoption of the resolution began a critical change in the direction of the research and planning. First, the police were now the primary actors in the planning, responsible to the 911 Governing Board which was also composed pri- marily of police officials. This removed the politicians from the mainstream of planning. Second, the Michigan Advisory Commission on Criminal Justice had presented its goals and standards for the State, which were con- sistent with the standards and goals of the National Advisory Com- mission on Criminal Justice with regard to records, communications, and centralization of Police Operations. Last, the 1977 Michigan Comprehensive Law Enforcement and Criminal Justice Plan provided for federal funding of the following projects: 911 Emergency Telephone Systems, Computer Aided Dispatching, and Mobile Digital Radio Systems. However, to be considered for funding in these projects certain criteria had to be met. 0.C.J.P. will not fund 911 projects unless the applicant has or is implementing a central dispatch or computer-aided dispatch. All law enforcement agencies within a county of less than 500,000 population will participate in the central dispatch. A centralized dispatch system and a 911 system must exist prior to the installation of a computer-aided dispatch or must be developed simultaneously. 2Office of Criminal Justice Programs, 1977 Michigan Compre- hensive Law Enforcement and Criminal Justice Plan, Lansing, Michigan, 1976, pp. 22-23. 13 Thus the groundwork was established, through mandates to obtain federal funds, for the development of more than just a 911 Emergency Telephone System. It was, at this point, that the idea of a Police System at the County level became a serious consideration. Through the efforts of the Lansing Police Department staff this plan- ning is nearly complete and the Police System is approaching imple- mentation. Overview of the Police System Design The design of the Police System is based upon the successful operation of its component subsystems. Each of the subsystems has its own particular set of objectives. These objectives are as follows: A. 911 Emergency Telephone System. 1. Queuing delays will be reduced. 2. Response time as measured from the time of detection of an incident to the time of agency notification will be reduced. 3. Data collection will be improved through training that will standardize the data collected; and the use of the automated system to collect, verify and trans- fer the information. B. Computer Aided Dispatching. 1. Response time as measured by the time of detection of an incident to the arrival of a police unit will be reduced. 2. Data collection, storage and accuracy will increase and improve over the existing system. 14 3. Duplication of personnel equipment and facilities will be reduced. C. Radio Frequency Communications--Digita1. 1. Frequency congestion will be reduced. Dispatcher workloads "busy time" will be reduced. The speed and accuracy of data collection will increase. #0)“) Clerical time spent by center personnel will be reduced. 0. Records--Computerized. 1. Management functions aided by automated record keeping and report generation will provide administrators with timely, accurate information (not currently available) to better allocate the total resources of the organizations. 2. Clerical time spent by personnel will be reduced. 3. Data collection, storage and retrieval methods will improve. 4. Data analysis capabilities will be improved. The key to the success of the Police System is the subsystems that are integrated to form the total system. These subsystems include a series of information processing systems that revolve around a county-wide 911 Emergency Telephone System, in conjunction with a Computer-Aided Dispatching System and a Mobile Digital Radio Communi- ¢:ations System. Input from these three systems will form the base for a Computerized Records System. 15 Research into the development of the above named systems began with a review of pertinent research literature which is dis— cussed in Chapter II. The implementation site is an important con- sideration in the development of the Police System, particularly when considering the transferability of such a system. In Chapter III the discussion will review the reasoning for the implementation site selected. In Chapter IV the development of the data base utilized in planning the Police System is presented. Chapter V begins the actual development of the subsystems with the design of the 911 Emergency Telephone System. This system provides the initial input of data for the design of the following systems: Chapter VI--The Computer- Aided Dispatching System; Chapter VII--The Mobile Digital Radio System; and, Chapter VIII--The Computerized Records System. In Chapter IX all of the subsystems will be drawn together and the Police System will be the result. Chapter X will be utilized to discuss the impact of the Police System on the other elements of the Criminal Justice System. In the final Chapter, Chapter XI, conclusions and recommenda— tions about the planning and the system itself will be discussed. CHAPTER II REVIEW OF THE LITERATURE The quantity of documentation published in this area of research is voluminous. To provide the most pertinent information available, the literature involved will be reviewed in the following three sections: 1. General Literature, which lead to the development of components of the Police System. 2. Planning documents. 3. Review of documentation from successful systems. Within the review of systems section, a system may incorporate one or more elements of the Police System and thus provide a user history of the more successful aspects. This will cause the elements of the Police System to be reviewed as parts of existing systems and not as individual elements (i.e., 911, Computer-Aided Dispatch, etc.). General Literature There are two national level reports that began the initial exploration of improving the various information systems utilized by police. The first is The Challenge of Crime in a Free Society.1 This . 1The Presiden't Commission on Law Enforcement and Administra- t1¢3n of Justice, The Challengeyof Crime in a Free Society, Washington: Government Printing Office, 1967, p. 40. 16 17 text sets forth the recommendations of the President's Commission on Law Enforcement and Administration of Justice. The Commission made the following recommendations . . an experimental program to develop computer-aided conmand and control systems... The telephone company should develop a single police number for each metropolitan area and even- tually for the entire United States.2 A second report, research performed for the President's Commission, is Task Force Report: Science and Technology.3 This report provides the data gathered to assist in the recommendations developed by the Commission. Recommendations included research and testing in the following areas: Procedures for improving police responsiveness to calls at a minimum cost. An approach which could significantly reduce police radio frequency congestion. . Statistical approaches concerned with the improvement of allocation of patrol officers in the field. Both of the reports discussed were published in the late sixties and the areas of research identified were concepts. [£9115g, prepared by the National Advisory Commission on Criminal Justice Standards and Goals,5 was the first report of national prominence that outlined specific standards for law enforcement: standards that set forth the development of the elements composing the Police System. 2151a, p. 41. 3The Institute for Defense Analysis, Task Force Report: Science and Technology. Washington: Government Printing Office, 1967. 41mm, p. 6. 5National Advisory Commission on Criminal Justice Standards aruj Goals, Police, Washington: Government Printing Office, 1973. 18 Through these standards the following components of the Police System were identified: 1. a single universal telephone number; 2. upgrade existing radio systems to provide for an efficient command and control operation; 3. reduce frequency congestion through the use of digital communications equipment; 4. standardize and automate data collection methods, data collection and records systems; and, 5. the consolidation of police services. Thus the standards presented in Pgljgg outlined at the national level the direction of law enforcement for the next several years. The national standards and goals were supported in Michigan through the document Criminal Justice Goals and Standards for the 6 State of Michigan. Michigan improved on the national standards by providing more specific direction within their standards as follows. A 24-hour 911 emergency telephone system (ETS) should be implemented state-wide by 1980...7 The State of Michigan should immediately stimulate research and development in the design, manufacture and operation of a pilot digital communications system...8 The State should implement a state-wide police management information system to assist police management...9 6Michigan Advisory Commission on Criminal Justice, Criminal Justice Goals and Standards for the State of Michigan, Michigan, 1974. 71bid., p. 73. 81bid., p. 75. 91bid., p. 204. 19 The literature discussed thus far, set in motion both law enforcement and private industry to develop viable systems consistent with published standards and goals. The most critical piece of lit- erature in the development of the Police System was the 1976 Michigan 10 It was Comprehensive Law Enforcement and Criminal Justice Plan. this document that provided money through federal grant awards for the development of the systems that comprise the Police System: 911 Emergency Telephone System, Computer-Aided Dispatching, Mobile Digital Communications Equipment, and the Law Enforcement Management System. The Comprehensive Plan further outlined the consolidation of police services. Thus, the Michigan Comprehensive Plan began the formation of the Police System by giving direction toward consolidation and mandating the combination of certain systems prior to the awarding of funds. With this direction in mind, the search for documents that outline the planning process was undertaken. PlanninggDocuments Following the 1967 recommendations of the President's Com- mission on Law Enforcement and Administration of Justice, various types of new systems began to occur. Emergency Telephone Systems utilizing 911 were implemented which required consolidation of emer- gency services and cooperation of multiple jurisdictions. A "snowball" effect was beginning the formation of the Police System. In June of 1972 the Federal Communications Commission spon- sored a conference on the Emergency Telephone Number. The following 10Office of Criminal Justice Programs, 1976 Michigan Compre- hensive Law Enforcement and Criminal Justice Plan, Lansing, Michigan. 20 recomnendations were presented with regard to planning and implemen- tation of a 911 Emergency Telephone System. 1. Plan to expand your communications center to serve the people who are trying to get through now, but cannot. 2. Plan to expand your work force. About 45 percent of NYPD calls came in between 4 p.m. and midnight, so be ready to pay premium wages. 3. Get the best equipment available, such as automatic call distributors. 4. Plan to build up your field force to take care of the additional calls that the system will be handling. 5. Do not open the center in July. Open in January, the slowest month of the year.H The publication, 911, A Handbook for Community Planning,]2 issued by the Office of Telecommunications Policy, Executive Office of the President, provided a valuable outline (Exhibit A, pages 6-8) to establish a work program in the development and implementation of a 911 system. Following this general outline and tailoring surveys to serve local needs provided the basic information necessary to begin the design of all elements in the Police System. 13 Central Police Dispatch: An Exemplary Project provided user history of a consolidated police dispatch center utilizing a 911 Emergency Telephone System (ETS) in Muskegon County, Michigan. Four major benefits were derived from the multijurisdictional consolidated dispatch: I nFederal Communications Commission, Report of Conference on jflniversal Emergencnyelephone Number 911, Washington, D.C., 1972, p. 7. 12Office of Telecommunications, Executive Office of the Presi- dent, 911, A Handbook for Community Planning, Washington: Government Printinngfice, 1973. 13Office of Technology Transfer, National Institute of Law Enforcement and Criminal Justice, Law Enforcement Assistance Adminis- tration, U.S. Department of Justice, Central Police Dispatch: An Eggziplary Project, Washington, D.C., U.S. Government Printing Office, 21 1. organizational, 2. operational, 3. technical, and 4. financial. The contents of this publication outlined the project from conception through evaluation. Examples illustrated how the system functioned (Exhibit C, page 22), how the center was arranged (Exhibit D, page 23), and the type of legal agreements that were established. Also, included were samples of the data collected and analyzed in order to monitor and evaluate the system. Staffing and training of the center was addressed--an issue not before discussed in earlier publications. The Muskegon County Central Police Dispatch (C.P.D.) utilized civilian personnel and determined that it "...resulted in substantial cost savings..."14 Performance of the system was evaluated against the National Standards. C.P.D. comes very close to satisfying most of the applicable standards whose implementation was called for by 1975, and many of the other standards some of which are not called for until the 1980's.15 Thus this text was valuable in that it addressed a consolidated multi- jurisdictional 911 E.T.S. and was based in part on user history. A group of three (3) articles was presented in the periodical Law Enforcement Commanications (December, 1975).16 Two of these 14 15 Ibid., p. 24. Ibid., p. 42. 16"Three Cities Heed the Call,“ Law Enforcement Communications, December, 1975, pp. 8-11. 22 Service Service Recipients Providers 911 Lines (8)** Mobi1e Units l 1....) Hot Lines Administrative Lines (3) 5'— Radio Dispatchers --‘ Intercom Lines (2) (2)**** A— ____9‘ Home Contact for #— ‘ personnel of six fire departments Other service providers " . . 1 l LEIN —-——9[ j Mobile Units Operator i Criminal data bank w—f *- *Telephone linkages are indicated by ovals, and radio linkages are indicated by rectangles. ‘ ** 911 lines are emergency telephone lines. *** There are hot lines to three olice departments (Muskegon erights, Norton Shores, Muskegon Townshipg; three fire departments (phrskegon City, Muskegon Heights, Norton Shores); and other service providers (two ambulance services, wrecker answering services, gas company and youth services). **** There are intercom lines to the County Sheriff and the Muskegon City Police Department. ‘ EXHIBIT C.-—Central Police Dispatch Comunications Network. (Excerpt from Central Police Dispatch: An Exemplary Project.) 23 27' a" (scam.- mps_l T l IT Storage Files I '- Positton”n‘ :' Position'F“ ‘pos1t1on“p" Eteinlm 'E“Sunervisor Position”r“ a £2 Phone Phone h- Operator Operator L L an O .2 4 g #- 3 PL. C) C. Q; 3 '- , oo Supervisor ', 1 . 1:] «I M C. c . 5 Filesl {5 :5 Q F1 1 4 Tape Storaoe I Clerk Lounge Desk Area ' l ‘::j I fl Entrance Door IFile [ (npened by Interior [:::] Buzzer System Only) Administrator's Office EXHIBIT D.--Central Police Dispatch Communications Center. (Excerpt from Central Police Dispatch: An Exemplary Project, LEAA 1974.) 24 articles addressed problems in planning for 911, in New York and Detroit, and the third article addressed the options of a 911 System to be utilized in Alameda, California. All three articles identified the . major obstacle to implementation of 911 in metropolitan areas has been the 'overlap' problem--non-a1ignment of phone switching boundaries with those of the involved public safety jurisdictions.17 Detroit and New York, after the implementation of 911, exper- ienced a 40 percent and 50 percent increase, respectively, in calls for service. In New York, the key to the success of a 911 E.T.S. was identified as "... quick answers to 911, effective development and handling of data, prompt radio transmissions, and a response fleet that is adequate to the need. . . ."18 In the Alameda 911 E.T.S., features discussed in previous publications were addressed and a new important feature, a micro- computer, was included. Features such as computerized police and fire beats, and address location files would be possible. The Alameda system began the combination of two components of the Police System: a 911 E.T.S. and the inclusion of a microcomputer to provide computer assisted dispatching. 19 prepared under a federal Study for Alameda County: 911 grant from the National Institute of Law Enforcement and Criminal Justice, provided an indepth look at the planning of a 911 E.T.S. 17 18 Ibid., p. 11. Ibid., p. 9. 19 . . . Alameda Regional Criminal Justice Planning Board, Study for Alameda County: 911, Oakland, California: Office of Crimina Justice Planning, 1974. 25 The key project findings with regard to system features are presented in Exhibit E (page 26). The study examines each of the following alternatives: 1. selective routing; 2. automatic number identification (ANI); 3. automatic location identification (ALI); and, 4. supplementary dispatch support data (5050). Also examined was the technical limitations on the use of an originating number, alternative service plans, comparative call answer manning requirements and an evaluation of alternative A.L.I.-S.D.S.D. systems. The key project findings (Exhibit E) established a formal system incorporating some of the features that began as concepts in the previous literature reviewed. This is important as it established a well planned model and included several components of the Police System. 1. 911 E.T.S.; 2. minicomputer; and, 3. multijurisdictional agreements. In the actual planning for a 911 E.T.S., the Alameda Study "Appendices" were valuable in that they provided the mathematical equations and analysis techniques to determine the following: I. How many answerers are needed to maintain the probability of delay below an accepted limit? 2. How long must delayed calls wait to be answered? 3. How much of the time are answerers idle (or busy?) 26 l. Selective routing appears to be the most feasible and cost effective method of providing 911 service in a complex metro- politan area with extensive overlap problems. The system's recurring cost--approximate1y 36 cents per phone number per year-— is less than two-thirds the personnel cost of a centralized answer-the-transfer facility. 2. For reasons of individual privacy, the original plan to accomplish ALI by providing updated telephone directory files to a public safety computer system is much less acceptable to the community than one wherein subscriber information would be kept on a tele- phone company computer and released only when and while a 911 call is made. 3. A single modest minicomputer with large on-line storage could easily perform the ALI function for the 1,250,000 population of Alameda County. Although a second, serially connected mini- computer operated by the County would be necessary to append any SDSD (non-telephone information such as police beat, fire box and cross streets), a combined output could be displayed within two seconds of call answering. 4. Eighty-five to 90 percent of 911 calls would display a location suitable for dispatching purposes but only a quarter of the calls for fire and half the calls for police assistance originate at the exact address where the assistance is needed. Consequently, SDSD common to a small geographic area such as the side of a city block would have the greatest cost-effectiveness. 5. The display of a residential subscriber's name was found to have insufficient public safety value to offset the perceived threat to individual privacy, so long as the ALI has the installation location in detail, i.e., apartment number. Business and non- residential subscribers' names should be a part of ALI. 6. The acceptance by the general public of a 911 system with ANI and ALI is extremely high with only 5 percent reacting unfavorably to the idea. It would be acceptable to those most sensitive to the privacy aspects as long as an alternative method of summoning assistance anonymously is still available. 7. The value of 911 systems with automatic number identification was judged much greater than those without it. The additional value of having ALI and $050 must await determination in an actual operational trial. EXHIBIT E.--Key Project Findings, Alameda County. (An excerpt from "Study for Alameda County 911.") 27 4. What is the effect of various answering disciplines?20 Explained were the "Possion Distribution" and the "Erlang C Equation." This demonstrated how to determine probability of delay of an emergency call based upon the number of operators and number of incoming calls. It also illustrated the probability of delay of an emergency call based upon the "busy time" of the operators and the number of operators. In order to perform the analysis, initial data had to be obtained and this established initial data gathering categories for the Police System. Thus, this text was one of the basic foundations for the beginning of data gathering. A series of "how to" books were prepared by the Jet Propulsion Laboratory, California Institute of Technology. These texts provided the basic knowledge of how to plan the various components of the Police System. These texts explained system concepts, the planning process, management of multijurisdictional systems, analysis of planning data, system design and the plan of implementation. The texts utilized in the design of the Police System were: 1. Multi-Community Command and Control Systems in Law Enforcement, "An Introductory Planning Guide;"21 2. Application of Computer—Aided Dispatch in Law Enforcement.22 201bid., p. F-l. 21Jet Propulsion Laboratory, California Institute of Tech- nolchQY. Multi-Community Command and Control Systems in Law Enforce- ment, Pasadena, CaliForniaTMarch, 1976. 22Jet Propulsion Laboratory, California Institute of Tech- ruiloguy, Application of Computer—Aided Dispatch in Law Enforcement, Pasadena, California, December, 1975. 28 Each of these texts set forth the parameters of the system discussed, outlines the data to be gathered and presents mathematical equations to provide decision making information. These texts also incorporated the use of computers and discussed the types of hardware and software available. The available software features are discussed and the benefits outlined. Computer capabilities were also presented. Additional valuable information provided is the location of systems now in operation, the features of those systems and the com- panies that manufactured the system equipment and software. This provided additional sources of reference for the planning effort. Appendix A will provide a detailed outline of the most important information provided in the two texts from the Jet Propul- sion Laboratory. The vast amount of groundwork and specific reference material obtained from these texts cannot receive adequate review in this chapter. Successful System Documentation After reviewing the basic planning documents the next step was to begin a review of documentation from operational successful $.Ystems, to determine the methodology of their planning, components of’ their system(s), and the features of each component. With this information, an analysis of those systems determined their strong points and ways to improve the systems in the design of the Police System. Two successful systems have already been reviewed: Alameda Count_y, and Muskegon Central Dispatch. These materials were utilized 29 in the planning effort and in the analysis of systems effort. Also utilized as an example of a successful operation was the Dallas, Texas Police Department Real-Time Tactical Deployment Project: System 23 Specifications and Implementation Report. The Dallas System as illustrated in Exhibit F, provided an on—line information retrieval capability from the offense statistical record file, vehicle file and suspect file. The system allows an interactive search and analysis with the user being able to specify the parameters such as date, times, crime types and areas. This documentation provided a base from which to build on. An immediate addition to the system would be a verify and edit terminal to confirm the entries of the on-line data entry terminal. As related to the Police System the booking function and computer-aided dispatching information would also be interfaced. The Dallas System provided an initial group of files important to an on-line system. This was pertinent to the development of the Police System. Huntington Beach Police Department (California) implemented a (kunputer-Aided Dispatch System (CAD) with the following features: -—1 0 two way mobile digital; 2 computer-aided dispatch; 3 complaint backlog and priority file; 4. instant complaint recall; 5 automatic teleprinter messages; 23System Development Corporation, Real-Time Tactical Deploy- !Eyjt .Project: System Specifications and Implementation Report, Dallas, Texas , May, 1974. mucocoa So: we «agony: —1 vuaucnum ‘ 4zpzu — awe anus «wqc (Excerpt from Dallas Police Department's Real-Time Tactical Deployment System, by Systems Development Corporation, 1974.) EXHIBIT F.--Real-Time Deployment System Flow. 31 6. automatic hardcopy printing of complaint and status changes; 7. police vehicle and personnel files; and, 8. National Crime Information Center interface. This system as outlined in Exhibit G also included the fire department in the CAD system. The documentation from this system was important because one of its objectives was ". . . to ascertain the feasibility of trans- ferability of the system to cities in population groupings from 100,000 - 250,000."24 This was important to the development of the Police System. Also the files and features of the Huntington Beach System provided an initial system from which to pattern development of the Police System The Basic System consists of two mini-computers and associated peripheral equipment. Computer I will contain the following software programs: Complaint Operation function, Dispatcher incident and Status function, Vehicle Availability File, Personnel Identification Assignment File, Access to Orange County Automated Message Switching System, teleprinter control Records Clerk functions, Alarm Report and Fire System. Computer 11 is used as a backup unit to take over for 25 Computer I during periods of maintenance or breakdown. Exhibits G and J on the following pages illustrate the inter- fa<:e of the various subsystems to the CAD System and the files of the CAD System. 24Huntington Beach Police Department, “Computerized Command and Control," Huntington Beach, California, 1975, Section I, p. 2. 25Ibid., Section IV, pp. 1-3. v— \_,___—— -\ 32 NCIC NATIONAL CRI"E INFDRHATIOM CENTS5 CLETS CALIFCPNIA LAW SHFOOCE“ENT TELETYPE SYSTE? OTHER ORANGE COUNTY POLICE INFORMATION SYSTEMS ORANGE CTY. COMPUNICATIONS AND JUSTICE INFORMATION SYSTEP OTHER CITY I COUNTY INFORMATION Ht'mtncrnx PEACH SYSTEPS POLICE (ruruar MESSAGE SWITCHER OPTIONS) r: HUNTINGTON BEACH POLICE DEPARTPFHT FILES EXHIBIT G.--Huntington Beach Computer-Aided AUTflufiTEfi PAHAGF”E"T INFORMATICN SYSTE” AWWS [OS ANGELES AUTOMATED HAHTS/HARRANT SYSTEP Dispatch. (Excerpt from Motorola Proposal to Huntington Beach, California, 1973.) 33 Successful systems in the larger departments began to flourish, and thus the Computer-Aided Dispatch System began to standardize with regard to features. This made production easier for the vendors and less costly to the consumer/user. In a presentation submitted to the Lansing Police Department, the following components were identified as a standard CAD package. Exhibit H identifies the standard hardware components and Exhibit I identifies the standard software components of a CAD System. The basic features of the standard system were illustrated in the CAD System flow chart, Exhibit J. These components and features outline a successful standard system. Standard systems also make uniform the planning information necessary for system design. Appendix A includes a sample survey adopted to obtain information for the Police System. Documentation of Problem Systems In reviewing the documentation of systems, few problems appeared; however, as visits were made to sites of operational systems, the troubles became apparent. Thus these systems will be (fiscussed under the appropriate system deSign section. Summary of Literature Review The findings from the literature review can be itemized as fol iows: 1. History as to why the systems were developed. 2. National, State and Local guidelines for system develop- ment. 34 d 0 Central Processor 2. Core Memory 3. Computer Control Terminal 4. Disk Memory 5. Magnetic Tape 6. CRT/Keyboard Terminals 7. Printers 8. Interfaces and Modems 9. Control Center Consoles 10. Base Stations and Microwave 11. Mobile Data Terminals 12. Mobile Teleprinters 13. Mobile Status/Message Units EXFlLIBIT H.--Hardware Components of a CAD System. (Excerpt from Motorola CAD Proposal, presented to the Lansing Police Department, 1976.) 35 1. Operating System 2. Utility Programs (assembler, loader, etc.) 3. Device Handlers 4. Applications Software 5. Diagnostic Programs 6. Software Documentation a. CAD system operator's manuals b. Computer system operator's manual c. Operating system user's Documentation and Programing manuals d. CAD applications Software Package including: -CAD System Flowcharts -CAD Program Listings -CAD Program Flowcharts -CAD Program Logic Flow Description -CAD File Descriptions and Layouts -CAD Record Descriptions and Layouts EXIiIBIT I.--Software Components of a CAD System. (Excerpt from Motorola CAD Proposal, presented to the Lansing Police Department, 1976.) 36 .Aemmp .eeoEHLeaoo ooepoa meemeao as» on noncommgg Femonoca o_0mwm :owpeccmEEoomm Hes: anwm mcwpzom pcwm—anpMHH empcwca xmwo Louzqsou co to musasou xcpcm pewMFQEou — m—wu umwmuoaipwwgu cmzoumamwo n.amwo ou Lo Louzasou Loumcmao “cwmranu n 00 chrH_u H=Pe_gsou “Loam: 37 Pre-design planning data required for system design. Means to analyze the data gathered. Familiarization with existing system. Design and layout of existing communications centers. Design and operation of existing systems. comma-rpm Desirable features of computer-aided dispatch, 911 E.T.S. and real-time information systems. 9. Familiarization with basic computer hardware and software capabilities. 10. Identification of vendors in the "systems business." Reviewing the literature provided the basic knowledge neces- sary to begin the aspects of research and design. Many contacts and referrals were obtained through the literature. Appendix A contains rnany of the detailed steps of data gathering and analysis that was Lrtilized in the design of the Police System. CHAPTER III THE IMPLEMENTATION SITE The Police System will be implemented at the Lansing Police Department, Lansing, Michigan. The Police System will serve all of Ingham County. Maps on the following pages will outline the project location and area served (Exhibits K and L). The City of Lansing consists of approximately 457.9 miles of streets and alleys within an estimated 33.87 square mile area. Geometrically, the city has a rectangular configuration with the rnajor city streets following a gridiron pattern. Lansing, the capitol city of Michigan, is very much the urban heart of Mid-Michigan. Spreading out beyond the city limits, Greater l.£irising reaches and wraps around several towns, even a good-sized city of East Lansing, Haslett, Okemos, DeWitt, Holt, Dimondale and Grand Ledge. In so doing, it overlaps into three different counties—- Ingham, Clinton and Eaton--popularly known as the Tri-County area. The City of Lansing has a resident population of 131,546, with a Greater Lansing area population of 378,423. The ethnic composition of the city is 86 percent white, 9 Percent black and 5 percent that includes all other non-whites. Within the city, 23 percent of the residents are employed by the 38 39 EXHIBIT K.--State of Michigan Map. 4O EXHIBIT L.--Ingham County Map. k“. 41 various levels of government; 27 percent are employed by manufacturing, and 50 percent in non-manufacturing jobs. The County of Ingham is composed of 261,000 persons, governed by 25 separate local units of government, having nine police juris- dictions, and encompassing 554 square miles. Lansing Community College is located in Lansing, and Michigan State University, with its 45,000 students is located in East Lansing. Serving the approximately 300,000 persons (including students) living in the county are approximately 613 sworn officers at the local level and 45 Michigan State Police Officers, for a total of approxi- mately 658 officers. Within the county are 11 police agencies, 12 fire departments and 10 agencies (public and private) that provide anpulance service (Exhibit M). The Lansing Police Department was selected as the implemen- tation site, for several important reasons. Lansing is the center cai’ the metropolitan area, within the County and the Tri-County Region. Expansion of the Police System to include Eaton and Clinton Counties is viewed as fact within a few years after the System is operational. Thus the geographical center would provide a convenient location to assemble persons, equipment, and systems. Secondly, and a critical factor, is that the Lansing Police Department was, at the time of selection, already involved in the utilization of computers and had progranmers on their staff. The Department was familiar with the use of data processing techniques to assist in crime analysis, planning and manpower allocation functions. 42 Police Agencies East Lansing Ingham County Sheriff Lansing Lansing Township Leslie Mason Michigan State University Michigan State University Department of Public Safety Stockbridge Webberville Williamston Fire Departments Dansville Delhi Township East Lansing Lansing Lansing Township Leslie Mason Meridian Township Onondaga Stockbridge Webberville Williamston Ambulance Services Archies Ambulance Delhi Township Fire Department East Lansing Fire Department Lansing Fire Department Lansing Mercy Ambulance Leslie Ambulance Meridian Township Fire Department Stockbridge Ambulance Williamston Fire Department EXHIBIT M.--Emergency Service Agencies. 43 In addition, the Department had in use their own management information system titled Lansing Area Law Enforcement System (L.A.L.E.S.). The LALES program was an on-line system operated by the Central Records Division. A third group of factors that influenced the location was Lansing, East Lansing, and Lansing Township had already established contractual agreements to implement a 911 Emergency Telephone System. Also, all agencies within the Tri-County area were operating on a Tri-County Radio System. This allowed any police agency in the Tri- County area to have radio contact with any other Tri-County agency. The Tri-County Radio System was upgraded to the 460 Ml frequency and currently operates most efficiently. It was technically the best decision to locate the Police iiystem in Lansing for a variety of reasons. Lansing has four main radio channels and its own microwave system. To locate the Police £33/stem in any other area of the region would require major modifica- tion of the radio frequency system and reallocation of channels. This would also apply to the radio frequencies of the agencies dis- patching fire and ambulance services. The majority of agencies in the Tri—County area only have one main frequency. The final point was that no other agency within the County had adequate facilities to house the components and staff of the Police System. Ingham County provided an excellent location to implement the Police System for a variety of reasons. The Office of Criminal Jus- tice Programs was looking for a site to implement a model program. 44 Ingham County is easily accessible from throughout the state, and is directly adjacent to the Office of Criminal Justice Programs which will monitor the project. Another important consideration is that a state-wide evaluation was undertaken to locate a site for a Law Enforcement Management System, and the recommendation indicated that the only suitable location would be the Lansing Police Department. The final important factor was at the time of the selection of the Lansing Police Department (Ingham County area) no other agency had submitted a proposal of this magnitude. To summarize, the Police System will be implemented at the Lansing Police Department because of the favorable demographic and geographic factors, the advanced level of technology of the Depart- ment and its staff and the already existing sophisticated radio system operating in the region. This was supplemented by the avail- ability of facilities to house the system and its staff. CHAPTER IV DEVELOPMENT OF A DATA BASE FOR SYSTEMS DESIGN Having defined the area that the Police System will serve, the gathering of raw data became the next procedural step. Insight into the types of data to be gathered and methods to utilize the data in decision making was obtained from two basic sources. First, in reviewing the literature a number of formulas were presented. These formulas set forth the types of preliminary data that would be required. Second, a Pre-Assignment Survey Form used by Motorola Communications Incorporated was adapted to meet the needs of our particular area and need for information. The Pre-Assignment Survey Form was adopted for use in the development of the data for the following reasons. First, its format asked for the data necessary in the collection effort as outlined in the planning documents reviewed in Chapter II. Second, adaptation to our needs was easily accomplished because it was almost acceptable 'in its original form. Also, Motorola, Inc. had been using the form i nternally as their planning guide and they appeared to be a front- r11nner in this type of system planning and installation. Finally, tiris form would gather the data that the Office of Criminal Justice Programs had requested to be submitted to them. 45 46 Appendix A exhibits the formulas that were obtained through the readings and a sample of the Motorola Survey Form. The revised form utilized by the Lansing Police Department is presented in Appendix B. The revisions in the form included the addition of square miles served by the responding Department (page 1) and the restructuring of the Number of Calls for Service Section (page 2) to breakdown the stages of service calls obtained. Rather than obtaining only the number of calls for service, the information requested was: 1. calls received by the switchboard; 2. calls received by Complaint Board Operators; and, 3. the number of calls dispatched. A section added to the survey form addressed the type and number of Law Enforcement Information Network (LEIN) messages sent over a three year period. Deleted from the Motorola Survey was the last section which referred to purchasing. This was unnecessary information, as all purchases would be accomplished through the City of Lansing via the grant awards. The initial information to be gathered was the agencies within Ingham County, both Police and Fire, that would be served by the Police System. Fire agencies were included because many Out- (Zounty Fire Departments are dispatched through the Ingham County Sheriff's Department. Also identified were private ambulance services that may have opted to be connected into the dispatching portion of the Police System. The list of possible participating agencies included the following. 47 Police Agencies Lansing Police East Lansing Police Lansing Township Police Mason Police* Michigan State Police (Station 11) Michigan State University, Depart- ment of Public Safety Ingham County Sheriff's Department Delhi Township* Meridian Township* Stockbridge* Leslie* Webbervi11e* Fire Agencies Lansing Fire/Ambulance East Lansing Fire/Rescue Delhi Township Fire/Ambulance* Dansville Fire* Leslie Fire Mason Fire* Meridian Township Fire/ Ambulance* Onondaga Township Fire* Stockbridge Fire* Webberville Fire* Private Ambulance Service Archie's Ambulance Lansing Mercy Ambulance Leslie Ambulance Service Stockbridge Ambulance Service *These agencies are dispatched at least part-time by the Ingham County Sheriff's Department. Agencies that received and responded to the Informational Survey Form for the 911 Computer-Aided Dispatch Communications Center were: Lansing Police Department Lansing Fire Department Ingham County Sheriff's Department Lansing Township Police Department It should be noted that the Sheriff's response included iiiformation about the police agencies dispatched by the Sheriff. The detailed responses to these questionnaires are contained in Appendix B. All other agencies were surveyed by telephone to obtain the: necessary information, and these responses are presented in Appendix 8. Also some information was obtained through Annual Reports La IE 48 submitted to the Lansing Police Department. The two tables that follow represent a summary of the type of numbers information gathered through the surveys. Narrative responses are detailed in the surveys in Appendix B. Time studies were undertaken within the Lansing Police Depart- ment to determine the amount of time spent performing each dispatching function, and the peak times of congestion of existing radio frequen- cies. The tables on pages 49 — 51 illustrates the results of these surveys. Appendix B contains a sample of the graphs made when mon- itoring frequency usage. The results of the survey indicated that Lansing's main patrol channel was exceeding a 50 percent utilization rate during peak times. Peak hours were as follows: 11mg 1.914 1.9.22 1.92.6. 1500-0100 55.99% 51.01% 55.19% A detailed breakdown of calls for service by time is pre- sented in Appendix B, page 218. The following are general totals used in decision making. These totals were obtained from the survey data and then analyzed by the formulas recommended by the Jet Propulsion Laboratory. Calls for Police Service 1. Ingham County 1975 151,615 (a) 10 percent increase for 1976 (b) 25 percent increase due to 911 2. Projected calls for police services (1977) 204,680 3. Dispatcher peak call rate/hour 33 calls 4. Switchboard peak call rate/hour 428 calls 49 Area 554 Square Miles Population (including the University) 300,000 Police Officers Local 613 State 45 TOTAL 658 Total Officers Assigned to Patrol 521 Total Officers on Duty at Peak Times (1500-0100) 176 Local Governing Units 25 Police Jurisdictions 9 Marked Police Vehicles 84 Call Volume 1975 (estimated) 151,615 Call Volume 1976 (estimated) 166,777 Call Volume--Daily Average 571 Total Total Officers Vehicles Police Agencies Patrol Patrol Peak Time Peak Time Officers Vehicles Hours Hours Lansing 271 28 35 20 East Lansing 52 14 10 5 Ingham County Sheriff 100 24 7O 17 Delhi Township 12 5 9 4 Lansing Township 18 6 5 3 Meridian Township 20 10 14 7 Stockbridge 3 2 2 1 Mason 7 3 5 2 Leslie 3 2 2 l Hebbervi 1 1e 3 l 2 l Nlichigan State Police 32 18 22 13 TOTAL 521 113 176 74 EX}iIBIT N.--Total County Statistics, 1976. 50 Frequency Assigned 460.050 Tri-County Channel 460.200 L.P.D. Patrol Channel 460.300 County-Wide L.E.I.N. Channel 460.350 Out-County Patrol Channel 460.375 E.L.P.D. and L.T.W.P. Patrol Frequency 460.400 County-Wide Detective Bureau Channel 460.500 L.P.D. Surveillance and Car to Car 460.275 M.S.U.D.P.S. Patrol Channel VEHICLE DISTRIBUTION Number of Vehicles Detective Total Agency for Patrol Vehicles Vehicles Lansing 44 44 106* E. Lansing 7 8 15 Lansing Twp. 3 3** 6 I.C.S.D. 15 4 l9 Meridian Twp. 5*** 3** 10* Delhi Twp. 3 2 5 Stockbridge 2*** -- 2 Leslie 2*** -- 2 Mason 2 l**** 3 Webberville 1 l 1* *Total number of vehicles does not include all vehicles available to that Department. **Includes Director's car. *** Includes one backup **** Includes Chief's car. EXFIIBIT O.--Frequency Assignment/Vehicle Distribution by Agency. 51 .mcaoscez cw umucmmmcamm neopxcozuu.a hHmHzxm gmmx\mgao;:es mm~.~e Emumam Fmacmziicm>~o>cm mcaogceziis c? uo>po>:H mcaoscmz 4 gomh\meao:=ee p.~m~ Ppeo Ema mucoumm m nonopeamwo oa pcwmpasou gmemcmch cem>\mg=o;=oe p.mmu Pqu can mucoomm 0 supports use omc< .m:_pcom Fpou sema\mcso;:ee ~.om ppmu can mecoomm e consaz ucempnsou wave: supm>m wzmhmmxmuimmuuomm >mkzm hzu<4azoo .- gemx\meaoccme m.oe¢.~ mcwgopegmwa cw um>po>=H manages: 4m quPmem mzh mmoz: oz~zup< coszmcou as?» amz Ewumzm A.o.a.4v cowuucam Poacmziiuocwzuom use» 52 5. Complaint Board Operator peak call rate/hour 124 calls 6. LEIN peak call rate/hour 84 calls The formulas on page 53 were utilized to perform basic initial system design answers for the planning of the 911 Emergency Telephone System. Summary of Data Collection Efforts After recognizing the types of data that had to be assembled, problems began in the collection of that data. The difficulty cen- tered around obtaining data from past years. Many organizations kept only informal records, or published no annual reports that would contain the necessary data. This was particularly true in the cases of out-county Fire Departments. The majority of these organizations are volunteer agencies with little formal data collection methods. Another factor that required careful analysis of the data is that the Ingham County Sheriff's Department provides some support services such as dispatching and LEIN capabilities to the various townships. As an example, LEIN traffic for Lansing Township is processed through the Sheriff's Department, thus Lansing Township has no record of the volume of their traffic. Also, when the Sheriff's [Department considers the population served, they include the total tzopulation of the county, including those persons living in an area that is served by another agency (example: the City of Lansing). These and other factors made the data gathering process a time consuming effort that required confirmation of the information provided. The numbers presented in this chapter became the basis for the design of the 911 Emergency Telephone System. 53 Formulas/Calculations Formulas mean service peak call rate-time in seconds seconds/hour Complaint Board Operators mean waiting time in seconds mean operator service time in seconds Delay = case load cases per dispatcher Number of Dispatchers Calculations _ 124 call--90 seconds 1' C80 - 3,600 seconds CBO = 3.1 load units ._. 19. 2. Delay 90 Delay = .111 units (refer to page 23, Figure 6, Jet Propulsion CAD) Number CBO needed = 6 3. Incident dispatchers = -%% Incident dispatchers = 1.32 Number Incident Dispatchers Needed = 2 4. LEIN Dispatchers = 28—2— LEIN Dispatchers = 4 Number LEIN Dispatchers Needed = 4 CHAPTER V DESIGNING THE 911 EMERGENCY TELEPHONE SYSTEM Background Information In addition to the reasons presented in Chapters I and II, the need to expedite requests for emergency services were based in part on: 1. 2. 3. 4. a spiraling crime rate; an increase in calls for emergency services; a limited number of emergency services personnel; and, outdated and inadequate communications equipment. The specific goals of the 911 Emergency Telephone System (E.T.S.) are: 1. to provide for efficient and simplified communications between emergency services and the public it serves; to increase the reported number of emergencies and criminal activities; to increase the rate of criminal apprehensions during the commission of the crime; and, to produce a reduction in the total emergency response time, as measured from the time of detection of an incident to the time of notification to an agency. 54 55 In light of the goals, the overall objectives of the 911 Emergency Telephone System are: 1. To provide the minimum number of contact points between the calling citizen and the responding agency. 2. To control the quality of emergency responses to tele- phonic requests for service and information. 3. To provide, as an absolute maximum, the capability for answering an emergency line within ten seconds. 4. To provide the recording of all telephonic and radio conversations. 5. To increase citizen involvement. The following items were identified as benefits of the 911 Emergency Telephone System. 1. An easy number to remember. Only one number to dial to obtain any emergency service. An easy number to locate and dial. Toll free aCCESS'tO emergency services. (fl-DOOM Participation in a universally recognized emergency services phone number. 6. Special benefit to travelers and new residents. 7. Potential reduction in total response as measured from the time of detection to the arrival of an emergency services unit. 8. Increased public confidence in the ability of emergency resources to respond to their needs. 56 In light of this background information, the next considera- tion is that of factors that affect the design and operation of the system. Design Considerations There are a number of factors affecting the design of the 911 E.T.S. outlined in Chapters I and II. Primary among these is that a Computer-Aided Dispatching System must be implemented simultaneously with the 911 Emergency Telephone System to obtain federal funds. Second, all other Law Enforcement Agencies within the county must participate. Finally, the grants will only provide money for police services. Although these mandates significantly increased the difficulty in the planning and design of such a system, it appears that these are logical mandates. The policy of the Office of Criminal Justice Programs appears to be that they are attempting to avoid the duplica- tion of equipment and costs. Also, they are inviting local govern- ments to coordinate their activities, standardize and improve the delivery of emergency services and in so doing promoting a cost effective mode of operation. Additional considerations that influence the design are that eariy in the discussion stages of such a system it was decided that 'the~ultimate goal of the 911 Technical Committee (January, 1974) was tc» implement a Tri-County Centralized Dispatch that would receive calls for a_11_ emergency services. This meant that fire and ambulance services had to be included. 57 The final and unnegotiable influence on system design was the state-of-the art of telephone technology. Within the county, a number of telephone exchanges do not have compatible equipment with the ability to perform like functions. Also, the age of the equip- ment in the Phone Company's home office prohibits some features of existing 911 E.T.S. Having identified the goals, objectives, and limitations involving the 911 E.T.S., the next task became the basic design and staffing requirements. It must be remembered that the Computer-Aided Dispatching System was scheduled for a simultaneous implementation. This factor and its influence will be discussed in this and the next chapter. Operation and Staffing In determining the staffing requirements, a number of oper- ational decisions had to be made. As the data base was established (Chapter IV) it became apparent that the majority of police agencies had one contact point for a citizen requesting service. The operator answering the call also took the complaint information. This was an acceptable system in departments where the call volume was low. In the Lansing Police Department the caller had to state the nature of the call to the operator and then repeat it to the complaint taker. This appears inconvenient to the caller, but in reality allows 'for faster service--because of the high volume of calls. Both systems described have the same major shortcoming: at peak times the caller will have to wait. To remedy this problem three alternative methods were identified to staff and operate the 58 911 Emergency Operations Center (E.O.C.). First, having incoming calls answered by a Complaint Board Operator (C.B.0.) and having a dispatcher whose only function is dispatching. Second, having C.B.O. answer incoming calls and a dispatcher who dispatches and processes queries to remote data banks (i.e., LEIN). The final method was a dispatcher that would answer incoming calls and dispatch, but queries to remote data banks would be handled by another person. The first alternative was selected. This method accomplished a number of the objectives. It established the minimum number of contact points between the caller and service. By reducing the number of contact points, response time from the time the incident is iden- tified to the point of dispatch would be reduced. Also, the caller will state the nature of the call only once, and no transfer will be involved.' Under this system, dispatchers will handle a minimum of telephone traffic. That provides dispatchers the ability to concen- trate on servicing field units, while at the same time reducing their "busy time" to a less stressful level. Finally, a new position would be established, the Remote Data Base Operator. This position would be dedicated to processing queries to the LEIN, and other remote data banks. This is a function that will be relieved from the current dispatching responsibilities in some departments. The alternative selected also conforms to the recommendations of the Jet l’ropulsion Laboratory. Staffing requirements for peak times were calculated for all three alternatives and are presented in Appendix C. The first alternative with a C.B.O. answering incoming calls, a Dispatcher dispatching only, and a Remote Data Base Operator also 59 required the least amount of personnel. The two charts that follow represent the existing method of staffing and number of personnel at the Lansing Police Department and the number of personnel required at each position to service the entire county under the 911 E.T.S. As the charts reflect, the number of personnel does increase by three persons, or 7 percent. It should be noted that by increasing personnel by this amount the population being served will increase from approximately 134,000 to 300,000--an increase of over 50 percent. Other important considerations in the staffing arrangements are that participating agencies do not have to employ, train and pay personnel to staff their individual communications centers. By con- tract these agencies will only pay for a portion of the personnel assigned to the E.O.C. Also, each participating agency will be able to reduce the amount of communications equipment at their facility; thus reducing their operation and maintenance costs. Thus by par- ticipating in the 911 Emergency Telephone System, agencies will obtain a more cost effective method of receiving and dispatching calls for emergency services. Michigan Bell Telephone of Lansing, also computed staffing levels for the E.O.C., independent of the projections made by the Lansing Police Department, and obtained the same results. These results are presented in Appendix C. The answers they obtained were calculated considering the speed of answer or queuing delay acceptable to Michigan Bell, ten seconds, and acceptable to the Lansing Police Department, five seconds. With appropriate number of personnel 6O .Pmccomgma Emucmu meowuauwcaeeou pcmmmcaui.o FHmHzxu miH xcmpuip miH xgwpu-m wmomm pcwepaeoU\;uueamwo mcp>wmumm ucwmpasoo\;uumamwa mce>quwm “cwmpaso0\;uumamwo - - - m-wH-Fmemamom-H - - - - - - - - - - «-mH-Pmemamom-m - - - - - - - - - - «-mfiipmemamom-m - - - HHH eeaomeem-_ HHH eeeomtom-_ HHS oeaomeom-P commw>cma=m commw>cmaam . coemw>gmazm - - - -m-e-zmowH eeaeoeeocs-P hemp .eotaz mum xngunflfl > ucmcmuamphip muwwweHHmUwuuwwwum” oa :veuaeoup pcwmmga Pw::OmLma Pepe» . i u i i i i . zHo 61 .chc0men— Lmucmu mcowamowcaéou Ummoaoxall.m Emmmzxw .eoeeoo oee eeeem op oHeaHHa>< Hoeeemtoa HaHOH Neee k. .Hcomoco we comH>Hoo=m uchm one cog: cowuopm sec: o asammo HHH3 mgomw>gooom ucoamwmm< mcomcoo co consoz-HH oHooHHo>< mcomgoo mo consozimp mHooHHo>< mcomgmo to HoosozumH mmopm op mcowpwmoo Houohum ceoum op mcoHuHmoo HopohimH Hwopm op meowuwmoo Hopohim cooaeoao szH-H meoeeeoao zHHH-N ‘ eooeeeao zHHo-H meouocooo ocoom pcmopoeouie mcopocooo ocoom “zeoHanUIo mcouocooo ogoom ucwopoeooie mcmgouoomHo ooHHooim mcmnopoamwo moHHooim mcocouoomwo ouH—ooum aacomw>sooom poopmHmmcooom HcoumHmm.HoH=Hm ucoumwmmgmaomip somH>goo=mIH somw>cmoomip hqum hszz HmHzm zoozmmho< bqum >ocanll mmmaoposu cop—w>woim m-H eeoHo-HH <-HHH eaHoHeeooH-oH monH< Haeeaaeoa «HHZHQ monHLmo=m HHV meoHHeHm soHaamHo a=-xoem cowpopm Lope icooo ugooo -eoeHzm eHaz -..\ no. m~ xow Loxo» meop menu ucHoHosou ucHoPQEou cowgoum coppoum eopaamHo eoHHaHm eoHeamHo mmocoum meow -Loocouom smpmam Hoccogu ELoH< ow uHooowo 1. II. 4A.!IolIAI. A .1. In. ‘lllay‘O.Yi Ivan... 1-14)....4. .i. . nt‘liol.‘a-SOVOIA‘UAIN1III 0'. 2111.. ‘0 1T HooEowoom HouHcocuos 68 .uooxoo coucou mcoHuouH==EEou HHm oomooota--.h hHmHzxm . 282.5 an: 2 933.45 5c. .2 ozHHHunanHo 825392 92 5:.— 833.93 .3 «(.3 El we surfiu 79532328 do 3:. H2 fiHuuoiuuHofim 3.2.53 4 SH: ouanrfiu H3 am e «K . s Ifllfill n LcoN v _ , 28m A .a .2 - x .2 m V V. b . O . w mmeoazoo 2.me0 M an moiao .H , . z “W mwg H - D. D D D D 2a.. 2.3. . . .. assess o m o .. o m o i MSJOQ . x .3 - - emem_ . . 4H . _ a D D. .m. D D a Q E 832. 3:8 3.er _ . ow Lopcmu mcngoLooo aocomLmEu HHm--.= hHmHzxm 6535 5535 6535 6535 6535 6535 5535 zHuH zHuo ouHHoo onHoo ooHHoo HooHooz HooHooz _l _ _ — we: “on; mcoHuHmoo m LomH>cooom Homm>gooom ooHHoo mHHu — unwoPQEou — - ll Hwooom sopmxm acoHoLommalllla oHoom gonzo ou Hogucmu LP Hogucou to venom 79 Manual Tasks Eliminated by a Computer-Aided DispatchTSystem (Lansing Police Department) Estimated Time Saved Four Manual Time Stamps ............... 18 Sec. Switchboard Operator's Conversation is Eliminated. . 20 Sec. Manual Transfer of Call from Switchboard Operator to Complaint Taker ............ 6 Sec. Manual Recording of Reporting Area ......... 10 Sec. Recording Complaint Taker's ID Number ........ 4 Sec. Mental Sorting of Calls on Priority Basis ...... 6 Sec. Time Dispatchers need to Determine Which Unit Should be Sent .................. 4 Sec. Manual Recording of Field Officers' Badge Number . . 4 Sec. Manual Recording of Unit Number ........... 4 Sec. Manual Recording of Dispatchers' ID Number ..... 4 Sec. Total Time Saved Per Call .............. 80 Sec. It is estimated that an average of one minute and twenty seconds can be saved per dispatched call by the computer-aided dispatching system's ability to eliminate the above listed manual tasks. This represents an improved ability to process calls at a faster rate. Through the use of computers, an average response time was developed for nine categories of calls for service. A sample was drawn from the Police Dispatch System of the Lansing Police Depart- ment from (1-4-76 to 4-1-76). The results are on the following page. It should be remembered that these are average response times. This is response time as measured from the time a call is received to the arrival of a field unit. As indicated by the previous manual task time studies, these response times could be significantly reduced. 80 Number Average Type of Incident of Response Incidents Time Part I Crimes* 1,941 10 min. Part II Crimes 465 10 min. Calls for Service 14,337 9 min. Specific Incidents Crime-In-Progress 237 3 min. Armed Robbery 35 3 min. Bank Alarms 93 2 min. Other Alarms 692 3 min. Prowler Complaint 203 5 min. Firearms Incident 68 6 min. Kid Complaint 423 11 min. Animal Complaint 100 11 min. Miscellaneous Incidents 376 8 min. *Offenses which generally do not have suspects or the crime happened hours age. The chart on the following page is an improvement upon the chart presented in Chapter IV (page 51). It presents the net time savings involved with use of a computer-aided dispatching system. The analysis performed for the 911 ETS which involved the selection of the best method to receive calls also considered the CAD functions. In order to better understand the development of the CAD system, an analysis was performed to determine the basic functions of CAD systems around the country. The table on page 82 illustrates a partial list of the functions that are standard within a CAD system. This table also reflects the most popular methods of CAD _system operations. The first column indicates that the majority of 81 .fim>mm mssoxlcwz Cw DwucmmmLamm cowauzfimm @004 xLo2 umflumhogail.> PHmHIxm Homa\msaogi:~5 ~.¢¢p.e zmhm>m ruecmm so» m—Pou coo.—mp touuonoco :o vmmomv m¢mhzu PzH<4ozou 2H ou>Hom How mp—ou coo.pmp vouuonogo :o comomv mmmuoaa >¢hzm th<4ozou 2H omp<¢mzuw muHuzmHoHumm .HH Hooxxmcoogiooe m.wme.~ mmuuozo aszup\mgoogiooe m.~oH oeHu oziiuHuosouo< HHoo coo .oom e Hones: oHHu Houcu i uoLHoooH agooxxmcaogicos mmuv Hoox\mcoog cos mmn ueHu oziioHuoeou=< HHou Hon .uom mp ueHh oncoomom ocooom AmoH>Hom so» mH—oo coo.HmH oopoonoca co oomomv mmwuczm uz~zuw<¢w~o zH omh + Houooeou omu H—m mou< AuHu xgo> 3oz pmu+ consoEOo osoooxox+ Louocooo LocuuoomHo woo: oooz + ouHo> Huuooeou emu ucHoHoEou mou< mucooo>ocgm h¢u+ >»» + ugoooxox+ Houoeooo HonuuoomHo ocoz mooz ooHo> couooeou emu ucHopoEou mou< mmoHHoc p¢u+ emu usaooHUa+ pHo>o .oo .occH ocoz ocoz ouHo> consoEou ccu HouuocHo HHou amt—m moH—H>oom¥ooa p¢u+ Houooeoo oeoooxox+ cosposaoo ocoz Houoosou + ouHo> Louoosoo emu souuogHo HHou mou< ~mom~> no; p¢u+ «Homo—Hoo< egoooxox+ HonouoomHa woo: ozoz ooHo> uoz LozuuoamHa goguuoompo HozuaoomHo eoHoeco—u mogou + capstone Hoguuoano ocoz moo: ooHo> Hoxu>cou emu ucHo—osou noucoco» h¢u+ Louoasou anooHHaa< usuoozox+ Hogouoompo ocoz ago: + ooHo> uoz HozuuoamHo LocuuoomHo HozuuoomHo Nguoom spam hau+ AoH “can“ ogoooxox+ .oo .omcH ocoz canonsou ouHo> Louooeou emu HouuoHHv ——ou mou< pomova com h¢u+ HoH poops vcoooxox+ HocuuoomHa ocoz Hmooosou ouHo> gouonsou omu gouuoHHo H—ou mou< ~opuuoom hmu+ vgooomox+ cogouoomHo cocoosou couooaou Louansou Louonaou memo HouuoLHv H—ou cmou< sumac coumcHuoox moHLooo up.“ coHuooHcHgo> HHou LoguuoomHo co to» aucom< cacao m—Hou acueugoooo ooosom scoumH: enga ooHuoooH guuoomHa ou ounce .oon use» o» ouooz o>Huuo¢ 83 agencies used the automatic call distributor to receive and direct incoming calls. As discussed in Chapter V, this option was not available to this area because of technology. The remaining areas represent decisions on functions to be included in the design of this system. One of the noticeable differences is in the category of remote queries. The majority of agencies have the dispatcher or a police officer process the remote data bank queries. In Chapter V, it was explained that in this system, the dispatchers' only function will be to dispatch. The reason for this is to allow concentration on the field units and reduce busy time of the dispatchers. Having completed the basic data gathering and analysis, the next phase is the interface of the 911 Emergency Telephone System and the Computer-Aided Dispatch System. This interface also assists in determining the features to be incorporated within the CAD system. A basic flow chart is presented on page 84. This reflects the basic system interfaces of the CAD system. This diagram illus- trates that the CAD system is the center of an information network. All communications except for the voice link are processed through the computer. The interface between the 911 E.T.S. and CAD system begins to address the data collection, storage and retrieval functions of the CAD system. CAD Functions - Street-to-Beat File. The computer matches the incident address to the appropriate police or fire district, which results in a reduced response time. 84 IA/ \ - zmmm Enemnwm xoon anomuucom Emumxm mcowunuwcoeaouii.x hHmHIxm 55.53 2355 / eouuHEmcneh \iiIIHMMHMeo _ H... .. _.... ....e /\\.e ,,\ e... _/.,,,/. 900 T. .. a... .2... 7H . H. mew w He xcwm muwo> O /A 47 ‘\ emeounamHm 111. emananu H lite H Homuv eopneoao venom “a_nHanu 85 - Hazardous Address File. The computer checks the incident address against this file to determine if any previous acts of violence have occurred there. If there is a record, the dispatcher is auto- matically notified. - Address Verification File. The computer will search a geographic base file and verify the existence of the incident address. - Police Unit Recommendation File. The computer will identify and recommend to the dispatcher one or more units that are available to service a call. - Fire Run Card File. This automates the existing manual card file. The dispatcher is notified by the computer of what units normally respond to the particular alarm. - Automatic Unit Status Display. This involves the Mobile Digital Radio System (Chapter VII). The majority of field voice radio transmissions involving status changes are transmitted digitally. This reduces frequency congestion and busy time of the dispatcher and field unit. - Automatic Time and Date Stamping. All times normally recorded manually are automatically recorded and logged. This feature provides accuracy of records. - Instant Information Transfer. The incoming incident when released by the CBO is automatically transferred to the dispatcher of the appropriate jurisdiction. - Continuous Display of Highest Priority Unassigned Incident Summaries. The computer is programmed to display incidents of the 86 highest priority by time received. This eliminates the continual manual restacking and prioritizing of calls. - Instant Recall of Complaints. Any position within the center can call up any incident in full detail for review. - Review of All Incident Summaries. The ability to call up all incidents and screen and review those assigned or unassigned. This allows a supervisor to determine workloads, backlogs, etc. - Complaint/Dispatch Formats. The use of standard complaint and dispatch formats on the Cathode Ray Tube (CRT) Screen. This provides for accurate, and complete information on each incident. - Incident Record Logging. As each active incident is resolved a complete record of the incidents including all status changes is recorded on a printer. This information can also be transferred to magnetic tape. The existing key punch system is eliminated and accuracy increased. The functions outlined in this section will increase the safety and efficiency of the field units and the operations of the Emergency Operations Center. This will occur because of the increased amount of reliable accurate data. With the data maintained and utilized in the above functions, the special features of the CAD system were then developed. These features include those determined to be the best of the systems reviewed, and new features specifically developed for this system. 87 CAD Features 1. A summary of calls informing all complaint board operators of previous incoming calls. This effectively eliminates duplication of previous calls. 2. Address matching is automatically performed thus elim- inating erroneous dispatches and entries. 3. Unit status change capability to add to, remove from, or rearrange units will be provided. 4. Inquiry capabilities of status of unit, unit activity, active incidents, unassigned incidents, shift roster, impounded cars and ambulance transport runs. 5. Provide extensive data editing and formatting features. 6. Computer will alert dispatcher when personnel are out for too long a period of time. 7. The supervisory Cathode Ray Tube/Keyboard will have a master override capability of all dispatching functions. 8. System will be equipped for automatic start-up in case of a power failure. 9. Any Cathode Ray Tube Terminal in communications center can be used for recall and update. 10. System will generate reports for individual agencies or complete statistical summaries for the entire 911 agencies. 11. System will generate time information. 12. Area and unit responsibility per dispatcher will be assigned per shit. 88 13. All unit and officer activity will be recorded and be available for requested reports. 14. In an emergency the complaint board operator will have the ability to transmit partial information to the radio dispatcher while the operator is acquiring further information. 15. System will provide for off-line report generation. 16. Uniform Crime Report numbers will be entered by update clerks and Uniform Crime Reports computer generated from this data. 17. Case clearance data will be entered via update clerks and reports computer generated. 18. System design will include and interface with LEIN, NCIC and SOS remote data base files. 19. An ambulance transport file will maintain a list of the last 100 persons transported (on-line). 20. System design will include an Impounded Car File, capable of maintaining 100 on-line records. 21. The Supervisor's Alert feature will notify the supervisor when the number of priority one calls reaches a specified level of backlog. 22. The system also is designed to include a shift roster which will display on the CRT all police units and the officers assigned to each. 23. A "free text page" has been included in the dispatchers and CBO's programs to allow comments to be included in the incident record. 89 The flow chart on the following page diagrams the route information will take when received by a CBO. It also reflects the various records that will be recorded. One of the key factors involved in the design and selection of functions and features was management information. CAD/Management Information One of the primary requirements of 911 ETS-CAD System as subsystems of the Police System is to provide for the automation of data gathering within the communications function. Data is required on all dispatch activity. Original calls for service must be able to be updated with additional data, without redundant data entry. Also, the original incident record must be available for verifica- tion, editing and correction. All data transactions must be captured and preserved for management reports. The minimum statistical sum- maries available can be queried by: (1) call code; (2) complaint number; (3) unit; (4) officer; (5) area; (6) agency; and (7) the center as a whole for any time span. The following types of reports will be available: actual numbers, percentages; ranking; actual change, percent of change (for geographic area, time of day, and/or day of week), application of the data to Uniform Crime Reports, and correlations between all of the above. \IO‘ mwa—I All of the above data will be available on-line for retrieval during the previous 24-hour period. 9O .Eoummm nouanHm vcn eou=QEou «coauennom wuHHon--.> hHmHzxm acovHuH; vounHuE— 3:: upwu ucwvHucv cut—ucv of 2.. Homwe foHu 9.53.. ea don do .6 mzo EOE—95.5004. :5. 3o: m.hzu emounum: :o momnnzo magnum ave: use u:_ea Fm: C vvn sew—u veouwe mueonoz eo eo use zuunm .aam ucuvHucH .amHv no. eoou H355 Ewan m .uom oHHno: ou veoooe acmvHocH uHEmcneu AnEmHv e353 2.: 532.2: e35 EE— hzu wan—en ounHeQOennn =ewumoe m n_ mHv emu :oHu moo ou -oeaan co nuov co nunv uwmsme mzunum Eve» muHca eounhwoo voumwacme anomHv uoo u:_ea wgu ounvo: ouoHuv eo eoucm uan—asoo unseou xeucu 9:8 3.8 9.8 9:8 1. .HEnHHHEou eeou e3=§oui§o . -- uao mmHenEE:m moHHe soee swam m u Telephone System System COMMUNICATIONS \/ Mobile Comphter Digital —— } Aided Radio Dispatch System 7‘ System /’ / / Data Collection /////’ 1’ /' / Law // Enforcement \ Data Mangggflggt ‘ Field Output - — I - - - Reporting Records System Batch Processing EXHIBIT Z.--The Police System. 123 Data Input is not restricted to only the 911 Emergency Tele- phone System. Non-emergency calls for service will also be answered by the complaint board operators. Calls of a non-emergency nature being placed via the regular seven digit number will be concentrated on one side of the CBO console. Non-emergency calls for service will be answered after 911 calls for service. Considerable data is obtained from the non-emergency calls for service, thus this is an integral part of the Police System. System Design--The People In the development of each subsystem, the human factors were only briefly mentioned. It is important that this subject not be overlooked. This chapter is the most appropriate location for the discussion as it affects the design of the Police System. The success of the Police System depends upon a favorable interaction with people, both those within the confines of the Police Building and those people working the street. Exhibit AA illustrates the groups of people that were involved in the system design. It is important to note that the design was user oriented. The design work forces and the users are at the top of the table. The solid lines represent formal lines of communications and the broken lines are informal paths of communication. The critical factor here is that all input was received by the Administrative Services Division of the Lansing Police Department. That is where the actual system designs occurred. 124 .mpaomm mghuicmmmmo Empmzmii.<< hHmuzxm coHunoHc=EEou eo mmcmu HneeoecH 1 i i i 1 u . cowunowcoseou we mmcpu HnEeom Aocqu Hoeucou mcowuovaHeomllu mo venom HHm HnoHuHHoe . _ _ _ .m.».m HHm eouooeem mchu< _ . _ pooeHenoom muHHom mcemcnu _ poacH eovcm> conH>Hm . usacH mmow>emm oomoposm o>HuneuchHEv<.11. 125 Without the detailed input from the sources listed, the system would not be user oriented. Input from the employees was obtained through a series of meetings preceded by a notice of the topics of discussion. At these meetings the concept of the subsystems were explained, the need for input emphasized and the floor opened for discussion. By including the users in the actual planning many ideas were obtained in the areas of (1) physical environment; (2) job description; (3) morale; and (4) task performance. Untold hours were spent in conferences with the dispatchers, operators, and supervisors. They were assured that their specific input and support was necessary to the success of the system. Even representatives of the Fraternal Order of Police (employee bargaining unit) were included in meetings to keep them abreast of upcoming changes. By including those affected through the implementation of the Police System, rumors, fear and antagonism were reduced and support was gained through understanding and participation. Vendor input into the Police System was critical in a number of ways. First, by directing their input to the Administrative Ser- vices Division and then having this information forwarded to manage- ment, the fear of outsiders not understanding the problem was elim- inated. Second, input obtained from the employees can then be fed back to the vendor for modifications in the system design or functions. Third, the vendor is reporting to the user's designer and not a comnittee. Thus there is no mid-direction of comunication, authority or responsibility with regard to decisions, contracts and agreements. 126 The same ideas are applicable to the nine political juris- dictions involved. All inquiries are answered by the 911 Board of Control and they obtain their information from the Administrative Services Division of the Lansing Police Department. In the majority of instances, inquiries would be referred directly to that division. Representatives would then attend meetings, make presentations, answer questions and execute contract agreements. User orientation as opposed to management orientation was the thrust of including the various people in the planning stages. Management will definitely benefit from the system, but the greatest gains will be by the users and the community. Police System Costs Implementation costs of the Police System continued to be a factor from the dates planning began. The table on the following page (Exhibit 88) reflects the costs of the system from August, 1975 through January, 1978. The August, 1975 budget was developed by the 911 Implementa- tion Committee composed of: Chairman: Councilman Terry J. McKane (Lansing City Council) Members: Mayor Gerald W. Graves, Lansing Frank Fitzgerald, Lansing Township Frank Guerriero, Ingham County Grady Porter, Ingham County Chief Carl Barratt, Lansing Fire Department Chief Thomas O'Toole, Lansing Police Department James Holcomb, Director of Emergency Operations Charles Reifsnyder, Lansing Police Department The increased cost to the City of Lansing of $53,000 between August, 1975 and March, 1977 was due to: 127 emo.mwm .momeoaxn eeHHnHeoEoHaeH--.nm HHmHzxn HmN.NN mHmH Eve» umou mencoHunHecH mcHucmmoeome moo.mm owN.Hem Homvom mcHunemoo ouHHoo n to ucmanHo>om .m oHovoz mmm .N umou Hoccomeom HencoHunHecH .H Hoen omnoeocH mHeu eoH mcomnme osH .mHmH .Hmomo< ooch omo.mmm an vomnmeocH mns Emummm HHm one we mensm mHmH .Henocnv m.mch:nu "men553me HmoHcoz Hneovom “mm.mom mo.NoH mmH.Hom.H “mo,HmN.H Hem.HNN.H Hmm.mmm ....... moHvoHoch Hmou Eoumxm HHm Hnuo» a . a a a a a a a IIIIII mmem mHo mHH em mH com umo H mmm meo H Nmm mmo H Hmm mom . moHocmm< HHm aemo.mm m em.oH omm.omm m mum.m~m m ooH.emm m mmm.Hmmm mem.mmnm oengm mchcnu Emummm Emummm manimHmH mumHimHmH voNHeouooEou Han ocsv “HmH :oenz Hnocnz Hmmvom omnoeucH mmnoeocH meow Henocnv HHm HHm mHmH Hmomo< mHImNmH >m enHHom Homoeoo vomonoeo vmmonoeo HHm m.mchcnu HHm vomoaoem vmmoooem 128 Expansion of the 20 Channel Tape Recording System, Addition of an Emergency Message Recording System, Expansion of the Communication Center, Additional Expense for Telephone Engineering. The increased cost for the total system of $329,160 during the same period was due to: Increase of Personnel (no cost to Lansing) Expansion of 20 Channel Tape Recording System Addition of an Emergency Message Recording System Expansion of the Communication Center Additional Expense for Telephone Engineering Development of a Geographic Base File for Ingham County The increased cost to the City of Lansing of $44,000 between June, 1977 and January, 1978 was due to: Grant match for the Unit Status Data System Addition of the Fire Computer-Aided Dispatch System Additional expense of the Police Computer-Aided Dispatch System Award of the Law Enforcement Management System Grant The increased cost for the total system of $520,000 during the same period was due to: Additional expense of the Police Computer-Aided Dispatch System Award of the Law Enforcement Management System Grant Award of the Unit Status Data System Grant Addition of the Fire Computer-Aided Dispatch System Cost increases are reflected in the continued expansion of the functions of the Police System. 129 Police System Functions and Features The functions and features of the Police System are repre— sented in Exhibit 2, page 122. The major functions are: data input; communications (method of servicing calls); and, data collection. Under these functions are listed the features of the Police System. Each function addresses specific needs of Law Enforcement. Data input will improve the communications between the com- munity and law enforcement. This will present a situation where increased amounts of data are received and the data is of a better quality than under the previous system. Communications or the method of servicing incoming calls increases the efficiency of the majority of law enforcement resources. It further increases the effectiveness of the dispatching operation by accommodating large numbers of personnel and equipment. The com- munications function allows for the consolidation of resources, both human and equipment, and creates an interface between other systems, departments, and agencies. Each of the other functions interacts with the communications portion of the Police System. The last function of the system is that of Data Collection. This function provides support data to management, the communications function and individual departments, agencies, divisions or persons. Data output from this function will be a critical factor in evaluating the success of the Police System. Evaluation Total system evaluation will rest in part on the success and evaluation of each of the subsystems. Should the design of any of 130 the subsystems be deficient, the Police System would also experience a problem area. However, the advantages of the Police System opera- tion may outweight the deficiency in one of the subsystems. Specific evaluations will be undertaken as follows: 1. Cost analysis of the Police System operation compared to the costs of operating the independent systems. Comparison of overall crime rates and workload analysis. Analysis of the evaluations of each of the subsystems. Interviews with users that interact with the Police System to determine attitudes regarding support for the system, ability to use system, and the problems encountered. Perform an analysis of the system configuration based on the above evaluations and recommend any necessary changes in design or expansion. As previously mentioned, the success of the Police System will be dependent upon the design and operation of each of the sub- systems. Each subsystem will impact one or more subsystem(s), the Police System and other Criminal Justice Systems. These impacts are the topic of discussion in Chapter X. CHAPTER X IMPACT OF THE POLICE SYSTEM ON THE CRIMINAL JUSTICE SYSTEM(S) Overview The impact of the Police System will be recognized at three levels: local, state and national. At the local level in the follow- ing ways: 1. Federal funds to subsidize upgrading of local police command and control systems are easier to obtain for such joint or cooperative systems. It would be difficult for small departments to obtain such funds as an individual applicant. 2. Significant savings can be made in operating costs, most particularly in personnel costs by consolidating into a centralized system. 3. Savings in procurement of both capital equipment and implementation costs will result because one system is being designed and put into operation, not one for each individual jurisdiction. 4. Radio channel crowding is especially troublesome in the case of several adjacent but separate radio dispatch systems. An integrated CAD-Mobile Digital Radio System will relieve this congestion. 5. Standardization of procedures, equipment and records. 6. Consolidation of files, records and equipment. 7. A closer community--1aw enforcement relationship. 131 132 The Police System will also increase the cooperation and coordination of police agencies throughout the county. They will retain their jurisdictional independence, yet be closely integrated with regard to information and communications personnel and equipment. Within the state, the impact of the Police System will occur as it is recognized as a model system that can be transferred to other law enforcement agencies of a similar structure. There is little doubt that technological advances, such as computer-assisted dispatching, will become standard practice in law enforcement in the coming years. Existing computer-assisted dispatch systems have demonstrated that new technology can be beneficial and can be obtained on a cost effective basis. It also provides the basis for expansion into other technologies, such as mobile digital communications and computerized record systems. Once this regional police data is established, other criminal justice agency data bases will be inter- faced to establish a fully automated Criminal Justice Information System. Law Enforcement Agencies are an integral part of the total Criminal Justice System. Normally, the other segments of the Criminal Justice System, the prosecutor, courts and corrections, are dependent upon Law Enforcement Agencies to initiate activity requiring their involvement. Because of the close-knit relationship of all segments of the Criminal Justice System, it is important that all segments of the system function efficiently and effectively. Failure of any segment to do so will affect the performance of all segments, hence the public's confidence in the Criminal Justice System will be under- mined. 133 It is imperative that systems like the Police System be developed to maintain law enforcement abreast of the times it oper- ates within. As stated in the Criminal Justice Goals and Standards for the State of Michigen, Chapter 5, Communications: Our law enforcement agencies cannot serve our public as they deserve without the adequate coordination of communi— cation systems. Communications cannot exist and operate effectively without maximum productive usage of its critical component parts--the telephone system, command and control oepration, and radio communications. The Police System's impact at the national level will be in fulfilling the recommended stardards and goals set forth for law enforcement by the National Advisory Commission for Standards and Goals (1973). The Police System will fulfill the recommendations, state and national, regarding law enforcement in the areas of tele- phone and radio equipment, computerized records and information systems. This will assist in the development of an overall Criminal Justice Information System. Police System and the Courts and Prosecutors The Police System will impact the development of both the Prosecutor and Court Systems. Thse latter two systems are a phase two development. Memory from the LEMS computer of the Police System will be utilized to develop and test the software for the Prosecutor and Court System. These systems are now in the developmental stages with a projected implementation date of late 1979. As the testing of the Prosecutor and Court Systems software is completed, they will acquire their own mini-comuters. The final 134 results will be a series of systems that are interfaced to provide a complete case history. This will provide for tracking of cases, people, property and criminal history information. The interface of all systems in Criminal Justice will result in a Criminal Justice Information System. CHAPTER XI RECOMMENDATIONS AND CONCLUSIONS The Police System has not yet been implemented, which restricts the areas in which recommendations and conclusions can be drawn. The majority of recommendations focus on the steps involved in con- ducting the actual research and system design. Recommendations The first recommendation identified was that experienced professional people be employed to perform the following functions: (1) research and planning; (2) systems analyst; (3) budgeting; (4) purchasing; and (5) technical people. The proposed Police System was developed by police personnel who through self education had to familiarize themselves with the above five functions. If profes- sional people were hired to fill these positions they could act in the capacity of an advisory board to the 911 Board of Control. Util- izing professional people would reduce the amount of preparatory time required in before system design can begin. A second recommendation involves people and false assumptions. During the design of the Police System, explanations of the subsystems were presented to the 911 Board of Control. It was assumed that these individuals understood the facts and would be able to 135 136 accurately convey this information to their respective political bodies and respond to questions. This was not always the case and the results were detrimental in the progress of system design and obtaining support for funding. To remedy this problem, it is recom- mended that regular meetings be held between each jurisdiction's legislative body, 911 Board of Control member, and the System's Planner(s). This approach would ensure that each participating jurisdiction (funding source) completely understands it's involvement in the system. The final recommendation concerning personnel is to establish and fill the position of the 911 Director at the beginning of the project. As planning for the Police System continued, the position was occupied by an "Acting Director" who was not actively involved in the system design. Thus the responsibility for the system was actually with the Lansing Police Department's staff, while tech- nically the decision making power rested with the Acting Director of the 911 System. Establishing a permanent Director's position at the onset of planning would clearly delineate the location of responsibility, authority and accountability. Another important factor is that it would create an atmosphere of impartiality. The Director is employed by 911 Board of Control. Thus, claims of loyalty to a particular agency or political body could be avoided. This is an important consideration when working with the smaller communities as they feel a sense of being consumed by the larger political bodies. 137 Three recommendations that encompass specifically the design aspect have been identified. First, the initial system design should encompass a much smaller physical area. The system should be implemented in a locality where the Department is totally committed to the philosophy of the system and spending the dollars to design and implement a successful system. The system's design should then include the capability to easily expand to a higher degree of par- ticipation. Initially, starting at a small scale eases the political tensions and threats of jurisdictional takeovers. The funding is less complicated and the amount of coordination required is reduced. The second recommendation with regard to system design is that a feasibility study be conducted at the conclusion of the design phase and prior to any implementation phases. This will ensure that the system as designed will function in the project area intended. The feasibility study should examine the total scope of the system's operation throughout each of the participating jurisdictions. In this manner, people independent of the system design and impartial to it's success or failure can determine if the project is ready for implementation or requires additional planning stages. The final design recommendation is that an amount of funds sufficient to allow on-site visitations be earmarked. It is felt that to view the actual operation of existing systems and interview the users, supervisors and managers provides a wealth of information not contained in the literature. These visits demonstrate how the system is actually used or circumvented. People's reactions to the 138 system can be obtained and their ideas to improve the system. On- site visitations should be a very important step in the planning process of any future system. One of the most difficult problems in implementation of the Police System was to obtain and maintain support for funding. It is recommended that at the onset of the decision to implement a system, funding sources be identified. The method of funding should be established and commitments to participate obtained at the begin- ning of the project. This was mentioned in another recommendation: that it should be undertaken at a locality that is committed to spending the funds necessary to design and implement the system. Problems occurred in the design of the Police System where costs increased and partici- pating jurisdictions would waiver in their support of the system. Many of these problems can be attributed to politics, thus it is important to know at the onset of the project who intends to partici- pate and the extent of their loyalty with regard to funding. Recommendations--Summary Basically the recommendations address the planning and design efforts. They are intended to streamline the design process and reduce problems. 1. Hire experienced professional people to perform the work. 2. Conduct regular meetings between the system planners, each political jurisdiction's legislative body and that jurisdiction's representative on the 911 Board of Control. 139 3. At the start of the project employ a Director for the System. 4. Design and implement the system initially on a smaller scale. 5. Conduct a feasibility study at the completion of the design phase to determine if the system will function. 6. Provide sufficient funds for several on-site visitations to existing installations. 7. Identify funding sources at the onset of the project and obtain a commitment to participate. There would undoubtedly have been additional recommendations had the system been operational at the time of this writing. Conclusions Few conclusions can be reached at this time because the system has not been implemented and tested. It is felt that the most suc- cessful effort to date has been the budgeting process. Costs have been held to a minimum because of stringent budgeting procedures and negotiations. The major increases in costs have occurred as a result of significantly expanding the function of the system and inflation. Even with the expanded functions, federal grant monies have been obtained to partially fund each subsystem of the Police System. Without these federal dollars none of the participating jurisdictions could afford to implement a system of this magnitude. Close working relationships based on confidence and trust were established between the Lansing Police Department, Tri-County 140 Regional Planning Commission and the Office of Criminal Justice Programs. Due to this rapport and the developed expertise within the Lansing Police Department, funds were made available to sustain these projects. It was also concluded that budgeting was one of the most time consuming efforts of the projects. Nine individual legislative bodies had to be kept advised of their costs to participate in the system. This involves hours of meetings and preparing budget justifications. Thus the fact that the Police System reached the implementation stage with sufficient funds is viewed as a very successful effort. A second conclusion is that through very detailed planning and research a large number of post-implementation problems were avoided. In a dissertation prepared by Clara E. Molina, "A Model of the Process of Adaptation to Computer Systems and Information Tech- nology in Law Enforcement Organizations," (1977), a number of prob- lems were identified in the research findings. Many of the problems identified in that writing were resolved in the design of the Police System through the continued involvement of users and management through the design phase of the system. Also, the on-site visitations that were made to (1) Huntington Beach, California; (2) Hamilton County, Ohio; (3) Grand Rapids, Michigan; (4) Detroit, Michigan; (5) Jackson, Michigan; and, (6) Genessee County, Michigan. These visits provided data from existing systems that allowed the potential problems to be resolved prior to implementation. 141 Summary The Police System has been a successful effort to the point of implementation. It is likely that this system after implementa- tion will become a model for use throughout the state and nation. From the development of the Police System, models will also be developed for the Prosecutors and the Courts. The Police System is as complete a system as law enforcement technology today allows. With the advent of improved hardware and technology, the system will expand to include Automatic Vehicle Locators and in-vehicle terminal intensive research efforts. BIBLIOGRAPHY 142 BIBLIOGRAPHY Books Jet Propulsion Laboratory. Multi-Community Command and Control Systems in Law Enforcement. Pasadena, Caliiornia: California Institute of Technology, 1975. Application of Computer—Aided Dispatch in Law Enforcement. Pasadena, California: California Institute of Technology, 1975. Application of Mobile Digital Communications in Law Enforcement. Pasadena,TCaliforniEE CaTifornia Institute of TechnETbgya 1975. Periodicals "Three Cities Heed the Call." Law Enforcement Communications, Volume 2 (December, 1975). Miller, Frederick W. "The Impending Merger of Minis and Mainframes." Infpgystems (April, 1978). Interviews Winger, Matthew F. Acting Director, 911 Emergency Operations Center. Lansing Police Department. Publications of the Government, Learned SoEieties,ranlether Organizations 911, A Handbook for Community Planning. Office of Telecommunications. TWaEhington: Government Printing Office, 1973. Calls for Service Summary, December 1974, 1975, 1976. Police Dis- patch System. Lansing, Michigan. City Data Center 1974, 1975, 1976. Criminal Justice Goals and Standards for the State of Michigan. Michigan Advisory Commission on CriminET'Justice. Lansing, Michigan, 1974. 143 144 Michigan Comprehensive Law Enforcement and Criminal Justice Plan, 1976. Office of Criminal JUstice Programs. Lansing, Michigan. Michigan Comprehensive Law Enforcement and Criminal Justice Plan, 1977. Office of CriminaT Justice Programs. Lansing, Michigan. Minutes of the Lansing_Ciiy Council Meeting, Lansing, Michigan. City of Lansing,1976. National Advisory Commission on Criminal Justice Standards and Goals. Police. Washington: Government Printing Office, 1973. National Institute of Law Enforcement and Criminal Justice. Central Police Dispatch: An Exemplary Project. U.S. Department of Justice, Law EnforcementTASSTStance Administration. Wash- ington: Government Printing Office, 1974. Office of Telecommunications. Report of the Conference on Universal Emergency Telephone Number: 911. Washington: Government Printing Office, 1972. The Challenge of Crime in a Free Society. Washington: Government Printing Office,T1967. The Institute for Defense Analysis. Task Force Report: Science and Technology. Washington: Government Printihg Office, 1967. Unpublished Alameda Regional Criminal Justice Planning Board. "Study for Alameda County: 911." Oakland, California: Office of Criminal Justice Planning, 1974. Huntington Beach Police Department. "Computerized Command and Control." Huntington Beach, California: Motorola Communica- tions, Inc., 1975. Molina, Clara E. "A Model of the Process of Adaptation to Computer Systems and Information Technology in Law Enforcement Organizations." Ph.D. dissertation, Michigan State University. East Lansing, Michigan, 1977. "Real-Time Tactical Deployment: System Specifications and Implemen- tation Report." Dallas, Texas: Systems Development Corpora- tion, 1974. APPENDICES 145 APPENDIX A DATA COLLECTION AND PLANNING METHODS 146 Data Collection and Planning Methods The contents of this appendix outline the most significant data obtained from the Jet Propulsion Laboratory publications. Identified are: l. necessary data to be gathered and 2. formulas for use in planning. A detailed list of the data gathering and analysis steps is included. These steps were prepared from the readings of the Jet Propulsion Laboratory Publications. 147 148 Formulas* mean service peak call rate-time in seconds Compla1nt Board Operators = secondsihours mean waiting time in seconds D = T i O elay mean operator serv1ce t1me 1n seconds caseload Number of Dispatchers = cases per dispatcher peak call rate/hr x duration (sec.) seconds per hours Trunk Workload The answers obtained through these formulas are then applied to standardized tables presented in Jet Propulsion Laboratory Publica- tions to determine the number of radio channels, trunklines and operators necessary. Also, to determine the probability of delay. *Source: Mglti-Community Command and Control Systems in Law Enforcement, Jet Propulsion Laboratory, 1976. 149 Detailed List of Data Gathering and —AnaTysis Overall 1. Each proposed subsystem will be reviewed in light of systems that are in operation by reviewing their written procedures, flow charts and methods of operation. This will provide extensive information on programs from which to begin development of the systems. 2. Review recent publications, evaluations and research documents. 3. Review National and State Criminal Justice Goals and Standards. A. 911 Emergency Telephone System (1) Determine the number of contact points between the caller and a police agency under each system. (2) Determine the length of time before an incoming call is answered (queuing delay). (3) Personnel required under each system (existing and proposed). (4) Equipment required under each system (existing and proposed). (5) Determine complaint processing time under each system. (6) Determine the ability to improve data collection and accuracy. (7) Determine existing and future needs for: B. C. D. 150 (a) telephone communications for dispatching and inter/intra agency communications and (b) the ability to interface with other systems. Computer-Aided Dispatching (CAD) (1) (2) (3) (4) The efficiency of numerous independent dispatch centers as opposed to centralized CAD. The ability to interface with other criminal justice information systems, both inter and intra agency. The dispatch information to be collected and the method to do so under each system. Determine existing and future needs of data collection for resource management and organiza- tion administrators. Radio Frequency Communications--Digital (l) (2) (3) (4) (5) (6) Frequency utilization Efficiency Dispatcher workload Existing and future needs of data collection for resource management and organization admin- istrators. Ability to inferface with computer-aided dis- patching programs and equipment. Compare existing and proposed information processing systems. Records--Computerized (l) (2) (4) (5) (6) (7) (8) Survey Information 151 Offenses filed per year within the county. Legality surrounding the length of time, acces- sibility and method of storage of records. Records maintained and reports generated. Efficiency. Equipment required. Determine existing and future needs with regard to collection, storage and retrieval of data. Determine data necessary for resource management and organization administrators. Data necessary for crime analysis functions. Obtain representative data from the agencies involved in the following categories: l. -—l .—l —l o o o \OQNOlUl-QOON Number of personnel and their assignments; Number of vehicles; Area served by agency; Population served by agency; Number of calls for service; Number of computer queries; Number of administrative messages; Number and type of radios; Number of radio channels assigned; Complaint entry procedures; and, Data processing procedures. 152 Research the state-of—the-art with regard to computers in the follow- ing areas: 1. Mainframe vs. mini-computers, advantages and disadvantages; Hardware available; Computer capabilities; Programming advancements; 01wa Costs, mainframe vs. mini. Motorola Mobile Data Workshop Pre—Assignment Survey Form The following survey has been utilized by Motorola Communica- tions, Inc. Their personnel gathered necessary data for the planning of a system. This form was provided to the Lansing Police Department and adopted (see Appendix B) for use in this region. This survey provided a medium through which data could be gathered in the design of the Police System. Minor modifications in the survey were made to include data necessary for this specific planning effort. Information regarding the purchasing of equipment was deleted as this information had already been obtained. MOBILE DATA WORKSHOP ‘ PRE-ASSIGNMENT SURVEY FORM Name: Title: R.C.R.#: Dept: Immediate Supervisor: Customer: fr. Population Served: 1. GENERAL lNFDRMATION NUMBER OF PERSONNEL Midnight Day Evening 1 TOTAL Unifbrmed, Investigative Complaint Dispatchers . Records 7" - # Administrative 1 i , ['TOTAL . ' . lsi ‘ 1 source: Motorola Communications Inc. (1976). 1:6 NUMBER OF CALLS FOR SERVICE 1973. 1974 1975 Received. Dispatched 'Received Dispatched Estimate Day - - T . Evening Midnight 1973 ’ 1974 1975 Mmmer of Vehicles Mmmer of Mobile Radios Number of Portables Percentage of Motorola Equipment If other, specify NUMBER OF RADIO CHANNELS ' UHF i ' VHF 1 Low Band Uniformed ' Investigative I Other I 2. OPERATIONS Describe Complaint Entry Procedure(s): 154 Describe Dispatching Procedure(s): Present method of keeping track of field units: Describe the procedures whereby field units can check the following: Vehicle License Plate Number: Vehicle Identification Number: Driver's License Number: 155 Wants and Warrants:' Property Serial Numbers: Describe other information systems this department may have access to on a local, state, national and international basis. 3. COMMUNICATIONS PROBLEMS Eield Units: List and describe the three major communications problems (concerns) which affect these units. Complaint Operators: List and describe the most~significant problems experienced by complaint entry opératdrs. , T56 \ .4. Diapatchers: List and describe the major problems or concerns of the dispatcher(s) which are substantially different from those listed above. Records: List and describe the problems experienced in the records section that differ from those listed above. Administrative: List and describe the major problems or concerns experienced by the administra- tors in this department. Overview Concerns: Describe a ”critical incident“ which occurred within this department within the past year (unusual occurrences or "war stories"). (Supply clippings, if available.) .' 157 ln YOUR opinion, how would data communications improve the operations of this department? BE SPECIFIC. . In YOUR opinion, what are the short—comings of this department 5 existing system: 4.‘DATA PROCESSING INFORMATION Provide as much information as possible in answer to the following questions but DO NOT contact the department's data processing personnel in obtaining it. What data processing services are now serving the community government? Do they have their own computer center? 15 there time-sharing among several com- .munities. GIVE DETAILS. - ‘ -—--o - 158 Who is in charge of the data processing center, and how will he influence the purchase of a data communications system by this police department? Why? What services does data processing currently provide to the police department? (Statistical reports, payrolls, etc.) LIST SPECIFICS if known. How is data processing currently being used for resource management? (Car deployment, etc.) How does data processing currently assist the dispatching or other operational .functions? What additional services would the department like to receive from data pro— cessing center? 159 What is the attitude of the police department toward the data processing center? —-—— V 5. PURCHASING FACTORS Who are the real “decision makers" that affect this agency? Do you know them and do you have ready access to them? NAMES OF DECISION MAKERS TITLE KNOW? ACCESS? Who are the “thought leaders?": (Those are people who may influence the decision makers, positively or negatively, such as: consulting firms, political action groups, news media, funding agency.) NAMES OF THOUGHT LEADERS ‘ KNOW? ACCESS? 160 In terms of past purchasing history, what is the disposition of the decision makers toward expansion and improvement of communications equipment? List as many factors as are pertinent to making a major sale to this department. Describe how each factor listed affects the purchasing process: 161 162 Design Formulas* Peak call rate (calls/hour) x A. Trunk Workload = 9311 durggggn (seconds) B. Delay = mean waiting time in seconds mean operator time in seconds peak call rate (calls/hour) _ x mean service time in seconds C. Operator Workload - 3600 The above formulas were utilized to determine the following information: A. Number of trunklines required during peak loads; B. Average waiting time for a caller to receive assistance, and, C. The number of operators required at peak time to maintain a waiting time of less than the specified number of seconds. The following graphs were used in conjunction with the above formulas to determine the number of trunklines and operators at peak times. These formulas and graphs were used in conjunction with those presented in Chapter IV (page 53) to assist in the planning and decision making. * Source: Application of Computer-Aided Dispatch in Law Enforcement, 1975. 819416!“ AWIAGI WAITINS "Ml. “CONDI a: 8 I. b 3 . 10%! :I Il‘_v\< \NH S? t. 3 g 1: u b g; 3 I a S l a 9 gm” 0! In)" Low _—- -é— (MNhIL ”16"! A315) C I _ IO cue-anti. IVIUCI WAITING ilk-1. SICONDS 9.. r- 9 J. L l 0 10 n J.» a t (as: Aim-14L ml, CASH ht uou ' . 1.3 »- Wamna time: vs. an arrival nm 0.4 - y. 3 I 8 8 0.1 fl = T 0.? ~ 0.1 Source: 1975. 153 1.0 — O a .0 .2 I- O i. - C :4”- ..‘I II II III')C'1.-§\“ a W‘.’ - o U14. Jain-Juan; .. T: T. T on . hm. l‘ ' t: 1 :- 5 I ' J n o u n 3.1 a can “try“ uu. (Am '30 nee) 13r- I z. 9 . ,3 A S 3 I I I I axon-mom g [Lu T u g e 1 . _L gel 0 IO :3 J: a can “mm “It, (mi '0 N01..- Dispatcher and channel utilization v1 synom load , ' P n 11 O Mun-ml O! OHMICI! S I 3 2 . It $ECCN0l‘Y coo _ i) - 9 nun-Mr 00’ u T " _ .;:ear u V—r . - . _. ————‘ 1 [.9 ‘ n . . I. W": C‘ ‘0“ 1.0.9 Complaint board op‘Ovm suspicion design Application of Computer-Aided Dispatch in Law Enforcement, 164 911 Systems in Comparab1e Popujation Center§* Madison County, A1abama 1/72 PFA 130,000 Anchorage, A1aska 10/74 PFA,HP 120,000 Monterey County, Ca1ifornia 3/73 PFA,0 308,000 Macon, Georgia 5/70 PFA,0 130,000 Baton Rouge, Louisiana 9/70 PFA 149,000 Springfie1d, Massachusetts 4/69 PFA 174,500 Worcester, Massachusetts 8/70 PFA 186,600 Muskegon, Michigan 2/72 --- 125,000 Jackson, Mississippi 4/69 PFA 165,000 Jersey City, New Jersey 12/72 PFA 305,900 A1buquerque, New Mexico 11/71 PFA,S,HP,0 300,000 Broome County, New York 6/73 PFA 221,800 York County, Pennsy1vania 10/74 --- 290,000 Nashvi11e, Tennessee 4/72 PFA,HP,S,0 335,000 A = Ambu1ance HP = Highway Patro1 P = Po1ice 0 = Other, e.g., poison contro1, F = Fire suicide prevention, etc. 5 = Sheriff *Source: 911,_The Emergency Te1ephone Number: A Handbook for Community_P1anning, Government Printing Office, 1973. APPENDIX B SURVEY AND STUDY RESULTS 165 Survey Data The fo11owing pages contain: (1) survey adapted for use by the Lansing PoTice Department from the Motoro1a Survey Form; (2) comp1eted survey from the Lansing Po1ice Department; (3) comp1eted survey from the Lansing Fire Department; (4) comp1eted survey from the Ingham County Sheriff's Department; and (5) comp1eted survey from the Lansing Township Po1ice Department. The Informationa1 Survey Form for the 911 Computer-Aided Dispatch Communications Center was adopted from the MotoroTa Data Workshop, Pre-Assignment Survey Form. The changes in the form to meet Lansing's needs are discussed in Chapter IV. Detai1ed data obtained from the surveys and narrative responses are contained in the remaining four surveys. This provides numbers of personne1 and ca11s for service history by year, time of day and service received. A1so queried were LEIN transactions, number of vehic1es, radios and assigned frequencies. Narrative responses were comp1eted regarding current methods of communications, records and data processing information. These comp1eted surveys, in addition to the other data presented in this chapter, formed the base for decision making and p1anning. Fire Ambu1ance Data The majority of data for fire and ambu1ance runs was obtained through a te1ephone survey of the jurisdictions in Ingham County. Most of these agencies are sma11 departments and do not pub1ish annua1 reports. The resu1ts of the survey are presented be1ow. 166 INFORMATIONAL SURVEY FORM FOR THE 911 COMPUTER-AIDED DISPATCH COMMUNICATIONS CENTER NAHE: TITLE: R.C.R.#: PHONE: DEPARTMENT: POPULATION SERVED: 1. AREA SQUARE MILES: GENERAL INFORMATION Number of Personnel .4; Midnight Dag, Evenigg_ TOTAL Uniformed' Investigative Complaint Dispatchers Records Administrative ”TOTAL 167 1973 Number of Calls for Service Day Evening_ Night TOTAL Received Switchboard Received Complaint Operators Number Dispatched TOTAL 1974 Received Switchboard Received Complaintpgperators Number Dispatched TOTAL 1975 Received Switchboard Received Complaint Operators Number Dispatched TOTAL 168 Number of LEIN Transactions Number of LEIN Queries Administrative Messages (Eehicle Check, Warrants,_£tc.) (Barrant Inputs,,Cance11ations, Etc.) 1973 1974 1975 Number of Vehicles & Radios 1973 . 1974 1975 Number of Vehicles Number of Mobile Radios Number of Portables Number of Radio Channels UHF A ' VHF ' Low 1333a Uniformed Investigation Other i 169 2 . OPERATIONS Describe Complaint Entry Procedure(s): Describe Dispatching Procedure(s): Present Method of Keeping Track of Field Units: Describe the Procedure(s) Whereby Field Units Can Check the Following: Vehicle License Plate Number: 170 4 Vehicle Identification Number: Driver's License Number: Property Serial Numbers:_ Other: Describe other information systems this department may have access to on a local, state, national and international basis. 171 COMMUNICATIONS PROBLEMS Field Units: List and describe the three major communications problems (concerns) which affect these units. Complaint Operators: List and describe the most significant problems eXperiences by complaint entry operators. Dispatchers: List and describe the major problems or concerns of the dispatcher(s) which are substantially different from those listed above. 172 Records: List and describe the problems eXperienced in the records section that differ from those listed above. Administrative: List and describe the major problems or concerns experienced by the administrators in this department. In YOUR opinion, what are the short-comings of this department's existing system: 173 6. DATA PROCESSING INFORMATION What data processing services are now serving the community government? Do they have their own computer center? Is there time-sharing among several communities. GIVE DETAILS. What services does data processing currently provide to the police department? (Statistical reports, payrolls, etc.) LIST SPECIFICS, if known. How is data processing currently being used for resource management? (Car deployment, etc.) 174 How does data processing currently assist the dispatching or other operational functions? What additional services would the department like to receive from data processing center? What is the attitude of the police department toward the data processing center? 175 INFORMATIONAL SURVEY FORM FOR THE 911 COHPUTER~AIDED DISPATCH COUHUNICATIONS CENTER NAME: James Hayden TITLE Lieutenant R.C.R.#: PHONE: 372-9400 Ext. DEPARTMENT: Lansing Police Department POPULATION SERVED: 135,219 1. GENERAL INFORMATION AREA SQUARE MILES: Number of Personnel Midnight Day, Evening, TOTAL Uniformed 33 . 51 47 131 Investigative 39 39 Complaint 8 9 12 29 Dispatchers 6 .6 ' 5 17 Records 24 24 Administrative 9 48 10 67 Matron I ‘l 1 Radio Lab 3 3 TOTAL 56 181 74 311 176 "x _.. _ Number of Calls for Service 1973 Day rJeuitg Night_w» TOTAL Received Switchboard NA 1A NA NA Regeived Complaint Operators NA NA NA NA Number Dispatched 14,295 23,935 14,129 52,359 TOTAL 1974 Received Switchboard NA NA NA NA Received Complaint Operators NA NA NA NA Number Dispatched 16,567 25,428 14,183 56,178 [TOTAL | 1975 Received 420,480 Switchboard pp NA NA NA Avg. Received 140,160 Complaint Operators Avg, Number 59,318 Dispatched 17,053 261535 15,730 Act. TOTAL 177 ’1' new .‘I‘l-II- . 1 Number of LEIN Transactions Number of LEIN Queries Administrative Massages (Vehicle Check, Wirrnncs, Etc.) (flatten; Inputap_CancellationsppE:c. 1973 50,956 5,746 1974 64,185 NA 1975 77,056 NA Number of Vehicles 6 Radios 1973 . 1974 1975 Number of Vehicles 107 ' 105 Number of Mobile Radios 38 40 40 Number of Portables 36 100 101 Number of Radio Channels UHF VHF Low Band Uniformed 2 Investigation 2 2 *7 Other 178 -—NE" 2. OPERATIONS Describe Complaint Entry Procedure(s): Switchboard Operator transfers call to complaint taker-diSpatcher, dispatch ticket is completed and call is dispatched (if complaint taker is not dispatcher, card will be passed to him). Describe Dispatching Procedure(s): Complainant call answer by switchboard Operator who listens to complaint then manually transfers caller to complaint taker-dispatcher dispatcher reviews status map sends closest unit(s) to call. Present Method of Keeping Track of Field Units: Status map located at tap of console between 2 primary dispatchers. One light for each unit. Lights deactivated (out of service) by placing dispatch ticket in card slot. Describe the Procedure(s) Whereby Field Units Can Check the Following: Vehicle License Plate Number: Switch from main frequency to LEIN channel for querry and stand by until check is completed. No scan capabilities; therefore out of touch with unit on main frequency. 179 "‘3' wwmtfifllb II... x.\ A... Vehi-le Identification Number: Same as vehicle plate number. Driver's License Number: Same as vehicle plate number. PrOperty Serial Numbersz, Same as vehiclepplate number. Other: Describe other information systems this department may have access to on a local, state, national and international basis. Law Enforcement Information Network Lansing Area Law Enforcement System National Crime Information Center 180 3. COMMUNICATIONS PROBLEMS Field Units: List and describe the three major communications problems (concerns) which affect these units. Background noise from Operations center. Inability of dispatchers to maintain status of field units accurately. Dispatchers fail to answer calls of field units because dispatchers are taking complaints over the phone. Complaint Operators: List and describe the most significant problems eXperiences by complaint entry operators. Insufficient manpower. Complaint Operator may also be a dispatcher. Dispatchers: List and describe the major problems or concerns of the dispatcher(s) which are substantially different from those listed above. Inability to maintain correct status of field officers reducing their safety. Ineffective location of radio equipment that should be directly under the dispatcher's control. 181 Regards: List and describe the problems eXperienced in the records section that differ -rom those listed above. Multiple manual duplication of records in conjunction with automated records. Unable to retrieve certain information. Administrative: List and describe the major problems or concerns experienced by the administrators in this department. Productivity of employees - valid data & statistics. In YOUR opinion, what are the short—comings of this department’s existing system: ’ Insufficient manpower to effectively staff Operations units. 182 4. DATA PROCESSING INFORMATION What data processing services are now serving the community government? Do they have their own computer c nter? Is there time—sharing among several communities. G'VE DETAILS. ' Lansing has a data center which shares time between various governmental departments. Lansing Police Department has dedicated to it an on-line records system (L.A.L.E.S.) which takes up approximately 114K or half of the available core of the city's Honeywell 2015 system. What services does data processing currently provide to the_police department? (Statistical reports, payrolls, etc.) LIST SPECIFICS, if known. Crime Specific, Calls for Service, Dispatch Incident, Calls for Service Specific, Police Offense, On-Line Criminal Records (L.A.L.E.S.); these give time of day, day of week by crime type and service call type year to date, 3 month Z, current month and average. How is data processing currently being used for resource management? (Car deployment, etc.) Redistricting of city and suggested manpower requirements by district. Crime target areas. Suggested leave days for officers. 183 ;ing currently assist the disQatching or other 7 Disnatching is not assisted. Planning and research function is the_§ajor consumer and user of data processing. Crime Prevention and Helicopter Unit uses statistics for flight information and alarm analysis, crime Specific areas for targeting. What additional services would the department like to receive from data processing center? Computer Analysis for: 1) manpower deployment, 2) automated U.C.R.'s, 3) statistical analysis of crime, 4) M.O.—P.A., 5) automated booking, and 6) C.A.D. what is the attitude of the police department toward the data processing center? Field personne1 do not accept data processing and blame errors in computer program runs on the computer rather than their errors in data collection. Administration personnel have accepted data processing much better but still need convincing. 184 INFORMATIONAL SURVEY FORM FOR THE 911 COMPUTER-AIDED DISPATCH COMMUNICATIONS CENTER RARE: William H- E18918 . TITLE: Chief Dispatcher R.C.R.#: PHONE: 485-7241 Ext. )0 DEPARTMENT: Lansing Fire Dept. POPULATION SERVED: 135.500 AREA SQUARE MILES: 33.87 1. GENERAL INFORMATION Number of Personnel Midnight Day Evening, TOTAL Uniformed I . Investigative Complaint Dispatchers ' . 1‘ 1 I 6% Records 1 1 Administrative TOTAL . i 9‘ 45...... Dispatcher works a 12 hour shift, 3 days on and three off. Chief dispatcher works relief and works on records. , . 1 _ 185 Number of Calls for Service Day shift: 7:00AM~7:00PM lfight Shift: 7:00PM-7:OOAM per Day/pér yr, Per DayA/ Per'Year 186 1973 Day Evening_ Night TOTAL Received . ' Switchboard 385 - 1hO,525 N/A 65 - 23,725 16n,250 Received . Complaint Operators N/A N/A N/A H/A Number Dispatched Average 9.3 9.7 6,845 TOTAL 171.095 1974 Received Switchboard 390 - 142,350 N/A 69 - 25,185 167,535 Received. Complaint Operators Number Dispatched Average 9 - 7 9 . 6 7 , 038 TOTAL 174.573 1 1975 Received . . , Switchboard 472 - 172,280 N/A 75 - 27,375 205,655 Received . Complaintggperators Number_ Dispatched 11.3 11.3 8,25% . TOTAL 213,909 1976 @ 6 months 'Runs Dispatched 11.0 12.3 4,2u1 Number of LEIN Transactions Number of LEIN Queries Administrative Messages (Vehicle Check; Warrants,_Etc.) (Barrant Inputs, Cancellations, Etc.) 1973 f1 1974 1975 Number of Vehicles 8 Radios 1973 . 1974 1975 Number of Vehicles 50 52 52 Number of Nobile Radios . 49 51 51 Number of Portables 25 26 30 Number of Radio Channels UHF VHF Low Band Uniformed Investigation Other . u 187 2. OPERATIONS Describe Complaint Entry Procedure(s): Describe Dispatching Procedure(s): Our operation is a one man,hand1es everything..Answers switchboard, dispatchs emergency equipment, handles radio and logs everything. Present Hethod of Keeping Track oflPield Units: Log sheet and status board. Describe the Procedure(s) whereby Field Units Can Check the Phllowing: Vehicle License Plate Number: 188 ‘ -¥'.t_rn . {mimi‘mflw l89 LANSING FIRE DEPARTMENT DISPATCH DIVISION The Dispatch Division is a five person division responsible for all communications pertaining to emergency calls from the Citizens Of Lansing and surrounding areas. All business calls are received and transferred through this office. A total of 8,254 emergency calls were handled by this Office in 1975. We are showing a 6 percent increase over last year. Our Operations are, in order of priority: l. Receive and dispatch emergency calls from telephone, radio and box alarms. 2. Business calls transferred throughout the Department and to City Hall. 3. Alarms and information received from and transmitted to Fire Department apparatus. 4. Recording of emergency calls, maps and log books, etc. 5. Supervision of personnel. 6. Maintain records of emergency reports filed on each incident. Prepare reports to Chief, Fire Board, City and State Fire Marshals. 7. Test and retain records of the Gamewell Equipment. 8. Instructions given to all Divisions of communication procedures and preparation of Fire and Ambulance reports. The major overall problem is manpower. One person cannot efficiently handle each phase of our entire operation. Due to the total emergency calls that are handled, we should have at least two dispatchers on duty at all times. Vehicle Identification Number: Driver's License Number: PrOperty Serial Numbers:, Other: Describe other information systems this department may have access to on a local, state, national and international basis. 190 3. COMMUNICATIONS PROBLEMS Field Units: List and describe the three major communications problems (concerns) which affect these units. ' Complaint Operators: List and describe the most significant problems eXperiences by complaint entry Operators. Dispatchers: List and describe the major problems or concerns of the dispatcher(s) which are substantially different from those listed above. . ~l9l' Records: List and describe the problems eXperienced in the records section that differ from those listed above. Administrative: List and describe the major problems or concerns experienced by the administrators in this department. In YOUR.opinion, what are the short-comings of this department's existing system: 192 DATA PROCESSING INFORMATION What data processing services are now serving the community government? Do they have their own computer center? Is there time-sharing among several communities. GIVE DETAILS. What services does data processing currently provide to the police ' department? (Statistical reports, payrolls, etc.) LIST SPECIFICS, if known. How is data processing currently being used for resource management? (Car deployment, etc.) 193 mm How does data processing currently assist the dispatching or other Operational functions? What additional services would the department like to receive from data processing center? What is the attitude of the police department toward the data processing center? ' ' 194 INFORMATIONAL SURVEY FORM FOR THE 911 COMPUTEReAIDED DISPATCH COMMUNICATIONS CENTER NAME: ‘ Michaefi F. Campenteh TITLE: Sengeaut R.C.R.#: PHONE: 676-2431 DEPARTMENT: Ingham County.Sheni55 Depanzmenz POPULATION SERVED: 267.039 AREA SQUARE MILES: 550 1. GENERAL INFORMATION Number of Personnel Midnight Day, Evening_ TOIAL_ Uniformed 10 13 10 -. 33 Investigative 1 9 1 11 Complaint . I 1 '1 3 'Dispatchers 1 - _ .2 2 5 Records - 3 - ‘ 3 Administrative 1 10 I 10 . ‘TOTAL 14 30 .23 a 67‘ *7 v— T he»: does not include any township pmonnez that M2. €14.6de Number of Calls for Service 1973 Day Evening Night TOTAL Received 143, 97g Switchboard NA ”A “A Received NA Complaint Operators NA NA NA Number Dispatched NA NA NA 33;226 TOTAL NA. NA NA 1 7 7 , 204 1974 Received Switchboard “A NAf' NA 228,120 Received Complaint Operators NA NA NA NA , Number . Dispatched NA NA NA 34pl74 TOTAL - NA NA NA 262E294 1975 Received ' Switchboard NA NA ‘ NA 218,777 Received Complaint Operators NA NA NA NA Number Dispatched NA NA NA 37,289 TOTAL NA NA NA 266,066 196 41‘ Number of LEIN Transactions Number of LEIN Queries (Echicle Check, Warrants, Etc.) Administrative Messages (Warrant Inputs,,Cancellations, Etc.) 1973 80,511 4,105 1974 87,119 4,394 1975 116,114 6,476 Number of Vehicles & Radios 1973 1974 1975 Number Of Vehicles 40 45 64 Number of Mobile Radios ' 40 45 ~ 37 Number of Portables ’2 12 37 Number of Radio Channels UHF VHF Low Band Uniformed 7 r ’ Investigation 7' ': ’ Other ‘ 7 ' 197 OPERATIONS Describe Complaint Entry Procedure(s): Recieved wt compiaini dale, infiomnaiion taken by Command 065icet and flamed on compiaini cand (IBM size). Hand can/tied to dispatche/L and time stamped. Describe Dispatching Procedure(s): Incident cm a 542de in by any. commandm, hand can/tied to the _cLQprtcheJL, Lune stamped and given to di/spatchen 5M deceménation to avaiiabie flieid unit. Tim stamped when given owt, time annived, rim ciecun. Present Hetbod of Keeping Track of Field Units: 16 assigneda caifi,ata.fics is kept on time Amped incident cud. Aii othen Aiaiub is kept in iong hand on a.Acnaich pad find each Ahifii. Describe the Procedure(s) Whereby Field Units Can Check the FOIlowing: Vehicle License Plate Number: Jikuah LEIN via poiice disprttche/L. T98 Vehicle Identification Number: Thaough LEIN via poiice dispatchen Driver’s License Number: Thnough LEIN via Poiice dispaichet Property Serial Numbers:. Thaough NCIC via poiice dispatched Other: Describe other information systems this department may have access to on a local, state, national and international basis. LEINLAALECS, NLETS, NCIC. 199 3. COMMUNICATIONS PROBLEMS Field Units: List and describe the three major communications problems (concerns) which affect these units. __Aia.tna54ic time: Too mdch vetbai communicationa.’ RocondingCaii: Havinq to stop to aeoond incident infio worth toad on'one Diepatche/L: Reiying on singie dapatche/L 60/1. Que/Ly Check/s. Complaint Operators: List and describe the most significant problems experiences by complaint entry Operators. _Un'abie to adequateiy Aupenviae the 5iied units they one nuponiibie 60ft, because oLhaving to deceive afi compiaint cam and waih in tnafifiic at the compiaint deah. Defiinate inch 05 speed in getting incident oath to the dispatche/L. Dispatchers: List and describe the major problems or concerns of the dispatcher(s) which are substantially different from those listed above. ' ‘ Handmiting on some incident CCULCLS. Lack 06 Inflammation an incident canda. Conaiatant venbai communications ave/L Loading CLUL thafiic time. . “Unawane 05 incidents that might be Aimutaa. 200 Records: List and describe the problems eXperienced in the records section that differ from those listed above. Time consdmed in manuaiiy checking nepomting and compiiing aeconds infiohmation. Administrative: List and describe the major problems or concerns experienced by the administrators in this department. Not having statistics avaiiabie 50a connect manpowe/L assignments and seiective engoacementiaianwing. In YOUR Opinion, what are the short-comings of this department's existing system: Lacie 05 manpowe/L to apenate existing system. ‘ Unabie to paovide acunate statistics 60a management without extensive aeseaaeh. 201 4. DATA PROCESSING INFORMATION What data processing services are now serving the community government? Do they have their own computer center? Is there time—sharing among several communities. GIVE DETAILS. PaunoiiLcompiete accounting; juaggseiection; finiend 05 the count wonh; budget setup;gpaobate count shiid cane. What services-does data processing currently provide to the police department? (Statistical reports, payrolls, etc.)- LIST SPECIFICS, if known. Budget status; paynoii. How is data processing currently being used for resource management? (Car deployment, etc.) NONE 202 How does data processing currently assist the dispatching or other operational functions? Thnough Que/1y chechs oniy (LEIN System) 'What additional services would the department like to receive from data processing center? Management data; incident statistics; geognaphicai 6iie (county-wide); duty assignments; status 06 flieid units; hetension 05 nit deco/ids in data fiiies with on iine access. What is the attitude of the police department toward the data processing center? . . NosLmanage/ziai ate unawane 031 what is avaiiabie thaouhg data processing except what is now. in use thnough the LEIN system. 05 those pe/zsons awn/Le 05 data mocessing, capabilities, theme is‘a continuous study aesealtching the possibilities 05 what data paocessing wiii do flan. OLUL depa/obnent and oficounse the flacton 05 cost. 203 INFORMATIONAL SURVEY FORM FOR THE 911 CCMPUTER-AIDED DISPATCH COMMUNICATIONS CENTER NAME: R.C.R..?: TITLE: PHONE: 737/“.3"/60 . __, ./ z) _ DEPARTMENT: [4 /]/i» .5 .. is; /( (.10 /c/._C/;. ,fl /; / ('z’ / 7.» / J POPULATION sr-zx ED: /415 (‘2 1. GENERAL INFORMATION Number of AREA SQUARE MILES: .fl ’. E". 5’ Personnel Midnight Day_ Evening TOTAL Uniformed .. 6' 3’ 4/ [Q Investigative ;2’ £;:' Complaint Dispatchers - / / / 5; Records / / Administrative / / TOTAL / '5 204 Number of Calls for Service 1973 Day Evening, _4_ Night TOTAL Received Switchboard Received Complaint Operators Number Dispatched TOTAL 4, 475 197A Received Switchboard Received Complaint Operators Number Dispatched TOTAL z/gm/ 1975 Received Switchboard Received Complaint Operators Number Dispatched TOTAL 9524/ 205 Number of LEIN Transactions Number of LEIN Queries (Vehicle Check, Warrants, Etc.) (Warrant Inputsg_Cancellationsletc.)_ Administrative Messages 1 1973 197A 1975 i\\-.) L: L (I | N' '1 \‘.- W\(\. K \. L‘ N' K u LA ’1‘- .\:«\\...,~\ L C :‘j (1/\ CA K: (‘ .6 S , Number of Vehicles & Radios Number of Vehicles Number of Mobile Radios \ I . i r. Ck‘ . (1\§V\\ ( - (\ '.\ e \i' . k U '.‘_ l: v“ \Q’ \1 g_‘__\_ 1973 6 Number of Portables 6 9‘ . gkNKNCLgoe.‘ " ((‘~ \.'~ ‘ \b‘ 11:8. ( 0 c 1974 1975 gs e 6 6 5 7 Number of Radio Channels UHF VHF Low Rand Uniformed / Investigation Other 206 2. OPERATIONS Describe Complaint Entry Procedure(s): flan/LA/Uf' flaw/[0 my Q/oM/‘Z's/{i [QzC/Jfl/306fl ”swims —7\§l/flf If”? UD/Cj/Sf’r? fez/er 4065 COfi/ifl/AJ/ as» [’V/Zg Ana/o (.06 min) [Mir C(flt-z/‘M/uf' smug [Jag/50M /}"£ “gala/77a; L//171,1JK (:12 [£1 [.7ét4/IJ /3 0’0 fl‘4(91£)£)6 [My [LO/[L4, [J I/ 600 (I, fl£)£z_£- fiz’rwv 5 Comma/um Mu: fir/w swam I Describe Dispatching Procedure(s): Q\A NS VC’C:«?U+’CC but ‘l‘t‘L (Q\‘~,- r\\LL(C \Flrjj; A 0. .fi.) h\i\s) '.\k‘ 'fiwi‘ml UCW' ~ \s") n \" 'Cvu (L. )k\ ( l 1 0;; L J \A .c <\ .Q Qaich—g -1 1,, o- C(c, g,- '31-: O K... Mg“ , j uni-P. \‘I‘Lu' Lk-QA- (stccwrfu‘f; div $126. 95 9/ //./€ . ’ {-0va 9&0.) 6C1 \. 3 LL 1 ”(1? 9c([ cw“ uni” “I I ‘ 13:21 /. Present Method of Keeping Track of Field Units: \ lei: Ck u-kw1\5 (C‘- Nth AL S 11;,7‘( {Q‘Qi\ NHL \/\LKL} a: Ck SS Cl» «#1 K Sr}? ‘0. {S 1 ([3.-., ( /ci ”“4 (L L‘f‘bl'fuuf, a. :6: ‘ 0c Sga 7/CZ Ctr/f; COCA-S (Lof ALL: 1" 1:('cel:’o~ ; a» /:(( /’OC;-§ ' 7’I{€’/f /6('6/:“‘~ emf s: c/T. Cr .s w/ m, Describe the Procedure(s) Whereby Field Units Can Check the Following: Vehicle License Plate Number: .. A\\\ L e? w Ci u v. r195 CQ '0 .O C“ A083 ' .I’XH‘ILQM C..Li- \LQC*([& 1:0 10+” ._ Lko CUR U f k l . k . (\\ ‘ s we . game, 207 Vehicle Identification Number: 'NXKKL \[ urn.) 1K~~C‘S«. .”:];— (:r C; /:> ' Ff Driver's License Number: I k \ ‘L fir kx mu 1- L.” xx :1: C, g [J PrOperty Serial Numbers:, Lk 4 PM ‘A: (1 1‘ K.\1w,l1 C'. g ~ /—) Other: Describe other information systems this department may have access to on a local, state, national and international basis. Easy 01.) fl/«wwry‘flwuww fo/i H711: Align {may 0 cm; TI 208 3. COMMUNICATIONS PROBLEMS Field Units: List and describe the three major communications problems (concerns)nwhich affect these units. WM \’0 ‘\L<- («Ci bu; \’\0:k“€ '\-<: LL {L-L‘k'x: c'L’uole-s‘ \\. ;\ KL: LL-LLL. (.LQLLLLL-LLL -—~ L-L-LL -xxLLL. .(LLL-(Lrv ‘C’ PM \3<\\,\L bx “(Lb Srcc /« (M 53/ 7{/l:>‘:t(\’c')( LL» Cowfierab‘df/ «k 1:: .1( Ukk“\5’ l/E/‘V L/f/éé (15!. 0,5 LEM) 2% 5w ' T"'\ (Cgmw/ Em bfcwwéi 01C fléove Mane/I: “Lg/,0 #07“ 5,460” UCL‘f ant/263, .A/‘O (,é/u (vfiofl/gCfljf fi’fl/LzflSLL -' Complaint Operators: Esra/Haw MA utébw'z’UwW-fl/Mété) Ala/+00%}? List and describe the most significant problems eXperiences by complaint entry operators. r I\ A i ‘0” ’ (\y. ‘u~ V3911 é'xuq —\‘L «we Men «"8 no. L” L o M flu. u { qura #0 r“ r K . T . ‘ ‘: a j CL ~3ch V S CLK\. Cad f) (r05 2 «A: :- 6 \‘Oua’ N ( DLC L) 01 Lac? 3 C‘ M (\ Q‘ “3' \Ow '3M 8‘: Q- U1 § 5" ("0 wt r": " ‘K k1: « c. L L j T | ' [— ] \va (ML-1 C‘N \."‘~~-\<’ P \N'o/QQ. \\ wa8% ALIC- SD/5PH7C/v155fi \ ix/‘Lij Dé’LWm rrm’u f’. Dispatchers: List and describe the major problems or concerns of the dispatcher(s) which, are substantially different from those listed above. j/hmz’ ppm (in: .41 ’44,»an 209 Records: List and describe the problems experienced in the records section that differ from those listed above. - - 1X afiA/cem uT/uzos / Seem/”my fave..- fl/fl/ué M gammy/M73, fume]. W647“ F/Lwé/ wag/Lao, LL50; r IJC/C [gallant/[£75 Leo/L (EAT/<7 F CéTI/UU EfC/ c’flUJéjtfufl‘f [OK/“@065 Z7735 _ [4kg A920 053:5: 4mm >946 771w mmvw m pmcajmé E Administrative: List and describe the major problems or concerns experienced by the T administrators in this department. In YOUR opinion, what are the short-comings of this department’s existing system: 50560 Mme MAM/owe Mm fiuupj, 210 DATA PROCESSING INFORMATION What data processing services are now serving the community government? they have their own computer center? Is there time-sharing among several communities. GIVE DETAILS. Do What services does data processing currently department? (Statistical reports, payrolls, if known. How is data processing currently being used (Car deployment, etc.) 211 Agencies Lansing Township Lansing East Lansing De1hi Mason Meridian Township Stockbridge Dansville Leslie Onondaga Webbervi11e * Statistics are estimated to be under 100 responses. 212 1975 FIRE RESPONSES m 153 3,555 503 171 97 635 N/A* N/A* N/A* N/A* N/A* Ambu1ance 60 4,699 905 379 N/A 711 289 213 Frequency Utilization Time Study—- Analysis Time studies were performed to determine the "busy time" of dispatchers and the rate of frequency utilization during peak times. The radio channels utilized by the Lansing Police Department were monitored for a week period during the month of December, 1976. Mon- itoring equipment was installed by Radio Engineers employed by the Lansing Police Department. Page 2l4 contains a sample of the graph made by the monitoring equipment. The hour(s) of the monitoring is printed on the graph paper itself. Each vertical curved line that extends from the top to bottom of the page represents the beginning of a 2.5 minute time span (right to left). Red lines that extend upward from the bottom of the graph indicate when the frequency is being utilized. when the red moves horizontally that indicates that the frequency is not in use. In conjunction with the graphs a chart was developed that was used to determine the percent of frequency utilization by hour of the day. A series of three charts follow the example of the graph. They depict utilization rates for channels one, two and four. Channel one is the main patrol frequency, two is radio for LEIN checks and administrative messages, and four is for special units. Results of the monitoring of channel one indicates that the frequency is over used (Chapter IV). This also indicates that the dispatcher's "busy time" is far too high. Interacting with the radio reflects only a portion of current duties and thus demonstrates that levels of "busy time" and stress exceed recommended levels. 214 w-O—M— .02 .5210 .<.m.D 29! Sample Graph of Radio Frequency Utilization. «A2111 53 x: at: :5 "a .E i >2 ”.2:- ”2...: E .5: 5%.! . - Iii.-- .0 n I .!‘-II.O.-t 35:2 p_....w...___.__................----! , .Z-rorv md. whqv 45.8. 7.2.» 3.3. Q. If x x 33. 5mg \7 3.5.. E... 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A 8:: .o: vowgoa gawk poccazu ovum: uz: unu 218 Ca11s for Service 6y Time of Day Ca11s Percent 0000/0100 1914_ 1915. lgzg. 1974 ng§_ ‘1gzg 0000/0100 2776 3160 3250 4.94 5.33 5.06 0100/0200 2320 2623 2639 4.13 4.42 4.11 0200/0300 2173 2472 2501 3.87 4.17 3.89 0300/0400 1455 1683 1710 2.59 2.84 2.66 0400/0500 888 986 1083 1.58 1.66 1.69 0500/0600 606 663 725 1.08 1.12 1.13 0600/0700 716 653 761 1.27 1.10 1.18 0700/0800 1214 1110 1421 2.16 1.87 2.21 0800/0900 1732 1897 1969 3.08 3.20 3.07 0900/1000 1754 1896 2148 3.12 3.20 3.34 1000/1100 1936 2082 2399 3.45 3.51 3.73 1100/1200 2253 2237 2577 4.01 3.77 4.01 1200/1300 2371 2539 2900 4.22 4.28 4.51 1300/1400 2394 2581 2861 4.26 4.35 4.45 1400/1500 2913 2711 3098 5.19 4.57 4.82 1500/1600 3048 2919 3643 5.43 4.92 5.67 1600/1700 3144 3508 3645 6.60 5.91 5.67 1700/1800 3253 3450 3667 5.79 5.82 5.71 1800/1900 3031 3184 3293 5.40 5.37 5.13 1900/2000 3149 3253 3371 5.61 5.48 5.25 2000/2100 3125 3206 3403 5.56 5.40 5.30 2100/2200 3266 3406 3540 5.81 5.74 5.51 2200/2300 3412 3609 3644 6.07 6.08 5.67 2300/2400 3249 3490 3993 5.78 5.88 6.22 TOTALS: 56,178 59,318 64,241 Source: Ca11s for Service Summary, Po1ice Dispatch System, Lansing. APPENDIX C STAFFING CALCULATIONS 219 220 911 CALCULATIONS FOR STAFFING = Peak Ca11 Rate Ca11 Duration (Sec.) I. Trunk Work Load 3 0 sec.‘in an hour II. (a) 0.8. Operators = Peak Ca11 Rategflean Service Time in Sec. 3600 (b) De1ay = Mean Waiting_Time in Sec. mean operator service time in seconds System A: Separate C80 and dispatcher, dispatcher does not hand1e queries to remote data banks. System 8: Separate CBD and dispatcher, dispatcher hand1es queries to remote data banks. System C: Dispatcher takes ca11s from pubTic, but does not hand1e queries to remote data banks. (1) Ten seconds is the maximum average waiting time for the 911 System or for fie1d units to wait. (2) Fifty percent average busy time is the most a dispatcher shou1d hand1e. (3) Thirty percent channe1 uti1ization rate is about maximum. (4) Not more than 25 cases per hour for dispatchers. III. Case Load Cases per Dispatcher = Number of Dispatchers #33--Peak ca11 rate per hour for dispatcher #428--Peak ca11 rate per hour for switchboard #124--Peak ca11 rate per hour for 080 124 x 150 sec. (waitingl Trunk Work Load 3600 Trunk Work Load 5.16 1oad units Trunk Lines 12 under peak load 221 mean waiting time in sec. (5 secLl De1ay mean operator service time in seconds (100 sec.) ”913’ = ‘I“(')_""o5 :22. De1ay = .05 Operator Work = peak ca11 rate (ca11 per hour) x mean service Load time in seconds 3600 Operator Work = 124 x 100 Load 3600 Operator Work = Load 3.44 CBO Needed = Six to seven operators (C) Case Load Ca11s per Dispatcher Number per dispatcher *System B: Separate CBO and dispatcher, dispatcher hand1es queries to remote data banks. Peak dispatchers per hour = 9 Peak LEIN inquiries = 28 Tota1 Case = 37 %%-= 3.36 dispatchers System B = g gaspatchers 9 Tota1 8 dispatchers 1 LEIN operator *System C: 6 dispatchers and 2 9 Tota1 Peak Ca11er Rate to Comp1aint Taker = 34 Peak dispatchers per hour = 9 Tota1 Case = 43 222 Operator Work Unit = Peak Ca11 Rate 4%638an service 143 sec. Operator Work Unit + 1.7 *2 additiona1 dispatchers Case Load Va1ue of 21 per hour Case 1oad (27 per hour) = Cases per dispatcher (21 per hour) -%% = 1.28 or 2 dispatchers No. dispatchers This wi11 a11ow for a maximum busy time of 50 percent. LEIN -§% - 4 operators (0) System A: Separate C80 and dispatcher; dispatcher does not hand1e queries to remote data banks. 9 ‘2T .428 dispatch 1 dispatch 5 CBO 1 LEIN 7 TOTAL _ 49 90 3600 sec. in an hour CBO = 1.225 1oad unit I. A. CBO B. De1ay Units = .111 CBO = 3 II. System A = %§-= 0.6 dispatchers CBO = 3 Dispatcher = 1 LEIN Operator = 1 Tota1 = 5 Supervisor = 1 223 Parameters f0r Michigan Be11 Te1ephone Ca1cu1ations for 911 Staffing Estimated conversation time per ca11--1 minute, 10 seconds Estimated work time per ca11--50 seconds Conversation time per position per hour—-22 minutes or 20 ca115 per hour at 2 minutes each 10 second speed of answer 2 minutes on a ca11 at 99.5 CCS requires 6 positions 5 second speed of answer 2 minutes on a ca11 at 99.5 CCS requires 6 positions There are 36,430 more subscribers projected for January 1, 1978, than appeared on the proposa1 in 1974. These figures come from a "Growth Factor Report" issued year1y by MBT engineers. It is estimated at that time, with the projected increase in sub- scribers, six positions wou1d be necessary to hand1e the traffic. Severa1 factors, such as speed of answer and work time per ca11, must be considered, but in genera1 with 5 or 10 second speed of answer and 2 minute work time per ca11 the foTTowing CCS totaTS demand the fo11owing number of positions: 62 CCS-~4 positions 89 CCS--5 positions 109 CCS--6 positions APPENDIX D DATA COLLECTION, RETRIEVAL AND INTERRELATIONSHIPS 224 225 DATA COLLECTION, RETRIEVAL AND INTERRELATIONSHIPS The fo1Iowing pages contain notes and ideas obtained through interviews with various members of the Lansing PoIice Department in attempting to identify data needs for the Computerized Records System. Three sections are presented. 'First is a Tab1e of Reports. This 1ist identifies the reports current1y generated and reports that wou1d be used if avai1ab1e on a timeTy basis. Second is Retrievab1e Information. This section contains notes on the types of data that different divisions wou1d 1ike to have the capabi1ity to retrieve. This wou1d provide assistance in work schedu1ing, resource a11ocation and fo11ow up investigations. A1so, it wou1d assist dai1y c1erica1 tasks. The fina1 section is Desired Interre1ationships. This section out1ines the interre1ationships that different individuaTs and divisions have indicated wou1d be of assistance in their work. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. LOGDNO‘UT-wa—i 226 Tit1es of Reports Warrant by Beat--Patro1 C1earance Summary of Offenses--Dai1y Crime Summary--DaiTy StoTen Vehic1es--Outstanding Property by Type--Va1ue Traffic Enforcement Month1y Summary Property Va1ue of Crime Type Offenses C1eared by Age and Race of Person Arrested Offenses C1eared--Month1y Report Offenses by District Beat of Occurrence Offenses by Time of Day Robbery Eva1uation According to Number Performed Victim by Race and Sex Crime Index Report by Location Crime Index Report by Offense Location of Offense Report of Offenses C1eared Return of Offenses Known to the Po1ice-—Month1y Return of Offenses Known to the PoTice--Annua1 Property by Type and Va1ue Monthly Return of Off Larceny and U.D.A.A.--Amount vs. VaTUe Offense Types vs. Race of 18 Years and O1der Age and Sex of Arrested Persons O1der > 18 Age, Sex and Race of Persons Arrested--Younger < 18 UCR--Annua1 Return of Persons Charged with Offenses Juveni1e Disposition Report Po1ice Interview Listing by Reporting Area Po1ice Interview Listing by Vehic1e PoTice Interview Listing by Name Po1ice Interview Listing by Juveni1e 32. 33. 34. 35. 36. 37. 38. 39. 40. 41. 42. 43. 44. 45. 46. 47. 48. 49. 50. 51. 52. 53. 54. 55. 56. 227 Youth Unit Work Load--Juveni1e Arrest by Patro1 Beat by Origina1 Charge Arrest by Time of Day and Origina1 Charge Age, Sex and Race of Persons Arrested Arrest by Bureaus, Divisions and Units--Month1y Annua1 Return of Persons Charged--Year1y Case Status Report Conviction Report by Crime Type Dai1y Incident Bu11etin Juveni1es on Fi1e Traffic Enforcement Summary (Month1y) Beat Service Work Load Car Number Work Load Patro1 Service Work Load Radio Ca11s by Patr01 Beat and Time of Day Dispatch Ana1ysis Unit and Location Number of Accidents vs. Types (Month1y) Comparative Tota1s on Accidents vs. Types PersonneT Leave of Absence Report Man Day Uti1ization Report Number of Ca11s per Hour, Day of Week-—Month1y Report Comp1ainant Name Index. FBI--Offenses Known to PoTice Crime Index Report by Location Crime Index Report by Offense 228 Retrievab1e Information Sto1en Property 1. Have pawn shop 1ists compared to sto1en property 1ists for simi1ar types. 2. Have persons that are pawning property checked for crim- ina1 history and genera1 inte11igence. (Examp1e: Suspect dope dea1er wou1d pawn sto1en hot stuff.) 3. Have a comp1ete 1isting of persons pawning property entered so as a descriptor of property, date and time can be retrieved at any time. Listing of Repeaters Name. Fences 1. Known (name), Tocation he works in, Tocation he se11s in, type of property he hand1es, persons he dea1s with. Genera1 1. Number and type of crime by area and district for a one year period, so that the date, time, case number and descriptors of property can be obtained when queried by crime time. 2. Given exact address: What type of crime has been committed there, inc1uding date, time, case number and description of property taken. 3. Given property description: What simi1ar type of property was taken, inc1uding type (crime), date, Tocation and case number. 4. Given a certain crime area where (exampTe: B & E) are occurring, return of a11 known criminaTs in B & E's 1iving or that have worked in that area. 5. 229 List a11 departments or area confidentiaT informants by number and officer's name. Inc1ude the type of information they have or can get (ExampTe: B & E information, checks, etc.) and a150 by area the confidentiaT has information in. Investigations 1. Copy of criminaT history of subject, inc1uding mug shot. 2. Specific: Crime, Time, Location, Suspects (known and unknown description) M.O.: Vehic1es, Victims (types), Trends (map ana1ysis). 3. Genera1 Information on Known CriminaTs if they Change M.O. or Types of Crimes or Vehic1es. 4. Current 1isting on paro1ed persons. 5. Dai1y arrest record print out, inc10ding name, charge (misdemeanor or fe1ony). 6. Dai1y sto1en property 1ist: Description, Crime InvoTved and Case Number. 7. Dai1y ana1ysis of known sto1en property description as compared to the pawn shop 1isting. 8. MonthTy conviction rate, name of judge, name of suspect, type of crime and sentence. 9. Ana1ysis of M.O. of specific crimes. 10. Set up a vehic1e index. 11. Set up a nickname index. 12. Set up an AKA index. 13. Known associates of known offenders. 14. Contact cards. 230 Investigations--Larceny Squad, Inc1udes Larceny From a Budeing, Auto‘s and UDAA's Known 1arceny persons bu11etin distributed to pawn shops and business estab1ishments. Larceny from bui1ding detectives interested in: a. prior arrest records, b. if 1arceny, was it a misdemeanor or feTOny, c. conviction, sentences, fines, bonds and judges, prosecutors. Larceny from auto's a. M.0. fiTes (inc1uding type of property or car parts taken), b. known suspects fi1e. Known fence fi1e a. known stoTen property used by fence--coTTated to type of property being taken. Investigation--Management mmfimmwa-d ...: ...: —l ..a .... _a U"! h m N -‘ O C C . O O 0 Number of cases per man. Type of cases per man. Number of cases per man c105ed. Type of cases per man c105ed. Number c105ed per man by arrest. Type of cases cTosed per man by arrest. Number of cases cTosed per man by warrants. Type of cases c105ed per man by warrants. Current status of tota1 case Toad per man. Current status of tota1 types of Toad per man. Tota1 conviction rate of cases c105ed per man. Tota1 conviction rate of types of cases c105ed per man. Tota1 case Toad of incident reports. Tota1 case Toad of assigned reports. Tota1 case Toad of unassigned reports. 231 16. Tota1 va1ue of stoTen property. 17. Tota1 va1ue of recovered stoTen property. 18. Tota1 types of property stoTen day, week, month, year. @5191 1. Tota1 number of ca11$ for service per district, time and shift and area. 2. Tota1 number of seTf-initiated activity per unit, district, time, area and shift. 3. Busy paper work: Teave days, vacations, on and off duty court, absence report, sick Teave, dai1y roster assignments, overtime, comp time. HeTicopter PatroT 1. Need for a11 crimes and caTTS for service in progress. 1isted in descending order by reporting area (or smaTTer area), by time of day and by day of week. This report shou1d be a summary report with an ideaT turn around time of sixteen hours. 2. Define a11 crimes according to patroT suppressab1e and non-suppressab1e. 3. Need for a forecasting or prediction of caTTS and crime in progress reports. 4. Need for computer mapping for visuaT dispTays of patterns and trends. 5. Need to Tink crimes together by M.O. to assist in trends and patterns. 6. Need for an updated Tist of ATL's from Tast to current period. 232 Detention 1. Needs dai1y taTTy (arrest print out) on arrestees, type of crime and disposition. 2. Need to eTiminate the arrest cards and other dupTicative reports. 3. Need own terminaT. 4. Need instant record check. 233 Desired Interre1ationships RetirevabTe Information 1. fiomVO‘U'l-D 10. 11. 12. 13. 14. A11 PersonaT Descriptors. known offenders named and unnamed suspects contact cards inteTTigence information D-OU'CD A11 M.O. descriptors a. inc1uding everything performed by the offender, either physicaTTy and/or verba11y A11 physicaT evidence pertaining to each and every individuaT crime. A11 descriptors of a11 property taken in a11 crimes. Descriptors of a11 vehic1es used in crimes. Descriptors of type and cTassification of crime. Descriptor of time of crime. Descriptor of geographicaT area. Descriptor of type of victim (person and/or rea1 property). Descriptors of a11 weapons and tooTs used in the commission of the crime. Retrieve information of the above information, given a specific time period. Descriptor of known suspected offenders (exampTe: InteTTigence Sources). Descriptor of inteTTigence information a. persons b. p1aces--fencing, dope c. situations--sports events, pickpockets d. property. CorreTation of a11 descriptors factors of each crime as compared to other simi1ar crimes in order to estabTiSh a pattern or trend. 234 15. CorreTate a11 offenses per crime category according to date, time, Tocation of occurrence, reporting area, patroT district and compTaint number. 16. Percentage of increase or decrease of Part 1 crimes per month and year. Interre1ationship of Data Fi1es 1. Be ab1e to, at any time, receive a comp1ete Tist of a11 known robberies, burgTaries, auto thefts, Tarcenies and rapists. 2. Be abTe to compare physicaT descriptors given: to suspect fi1e and known offenders' fi1es to obtain persons with simi1ar physicaT descriptors. 3. Given M.O. descriptors-~what a Tist of a11 crimes with simi1ar M.O. and a Tist of a11 suspects or known offenders with simi1ar M.O. 4. Given physicaT evidence at scene of crime--desire simi1ar physicaT evidence Teft at other crimes. 5. Given physicaT descriptors--desire other simi1ar crimes that were committed by someone with simi1ar physicaT descriptors. 6. Given a reporting area-~desire a11 crimes c1ass committed there within a defined period of time--date--type of victim. 7. Given an address--desire a11 crimes committed there, inc1uding date, time, case number, and description of a11 property taken. 8. Given crime c1assification--desire Tocation and time of crime on a dai1y, weekTy, monthTy, seasonaT and year1y basis. 9. Given name of victim (person or business)--desire 1isting of a11 crimes (victim, the victim of) according to date and time. 10. Given descriptors pawned property--desire to know if property was stoTen. 11. Given name of persons pawning property-~desire to know if he is a known offender or suspect. 12. Given customer's name who pawned property--desire a Tist of the property he has pawned in a given period of time. 13. Given property descriptors--desire to know what other crimes, inc1uding date and Tocation, that had simi1ar property taken. 235 14. Given a reporting area and crime--desire a Tist of a11 known or suspected persons invoTved in that type of crime who are 1iving in that area. 15. Given a reporting area and crime--desire a Tist of a11 contacts made for that date and time and reporting area. 16. Known offenders and suspects to known vehic1es owned/ driven by them to contact within reporting area to known crimes. T7. Known offenders and suspects to associates reTative to contact information by reporting area--date--vehic1es--time to known crimes. 18. A11 property taken is put into descriptors and correTated to pawn sheets and known non—seriaTized property. This reTates to #10. 19. Type of crime by c1assification to type of target victim by age, race, and Tocation. 20. Given the name of the person pawning property and the type of property pawned on a week1y basis (pawn sheet). GENERAL CASE REFORT I ”0.17. fivmmmfl' '4 'LJ LI j. .' Imvr“: 0.0:. a ‘ :1: ‘5“37 IIPIITEIJEIL L; 5. "AI! .t-‘W r( In." a mlca-VLA sAVY Hon-o». L‘)‘ LANSING POLICE DEPARTMENT “ “EA .0 ‘ . a ._ u 1 .’ . . -n -1 ’ o . 0H H‘LP ' o ?- L. I LLLJIIIILLIIILLIIIIIITI a, 0204 ;-. v-7.nofi Thu. 10 _lwllctvvrss artwvguklu tor I'Y N7). 1 III IIIIIIIIIILIIIIIIIIIIIII _ .. I2 Lu: «93.1.; {TIME I». 55x, ”(I 000/ PW 3‘? a: * on p ao\t «us was I» way/.mgygawq ‘0 .‘z'y'fif"=f‘5 . 0‘ ‘ , v55 6. 1' IIIII ILFILLI o -‘fi-"EE:1 C19 Is DAN on: EY‘U Mu; Io IO(A!;3~ otmcmts? rLo a Ir,» L0? a, -- .3 3‘» nus ‘ I l I T [Pow-NW VI:YIu-SNA|’I Inn-anon! IF ouimt-ssn .mqucgm, wont PHONC nus Dug~g FIR/i- , - ‘ ..'.. _LIIJIIJIJIIIJIIIIIIIILIII LII I'LL-'IITI ‘I.m/‘C3.‘$§ 0' VIC T’Iu IMIIJJJJIILJIIIIILIlllIlILll 00* I! 30“ a-r no. l9 soc/ VI: ”or: 3.5. NO. 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Mr N» arms on. as. near-ac or'ucu our“ ~:. 7“; }- u: I I I —-—~—.--w.u~~ ‘. —————--—-—.o —-—-.J—— .- .-.—... _—.—-.——_, ......- ‘ --— _- m RECORDS W 240 ____ wonmsss DOCUMENT CASE upon LANSING POLICE DEPARTMENT llea1|I11{1:11lntx'l‘fiinLl11"T1p'L1xxl111114:H-111111LL11 )1]llllllllllllLllll’l‘ll'l.I’lllellLLllllllllllllllllllL lllllllllllllllIJ'L'llilllilLJll'y’l-TLIIIIILLIllllll‘lllllL l_llllllljllllllllrvl‘l’ii'l‘l'lll'L‘Ji'l'l'll]lltlllllllllllJLlL lILllLJLllllLll‘lllI'Lllllllll’l'L'llLIJLllll'lLlllll'lllll RECORDS 241 “555 LANSING POLICE DEPARTMENT PAGE—0F ‘ .‘ STOLEN PROPERTY REPORT 4 Seriol Number No do shos, commas, Blanl: spaces. . ‘ II'NIIIIIIIIIH ENTER ARTICLE Make Motoro- -: Z-n- h, etc 19 l_nch TV, etc. (Dollars Only) —Record a Bicycle. MAK K/lr ' ”a": MOD/Mod No” N—ame, Des—.1. l VAL/Value- \’. as on article . [IIIITIIWF I Boot Motor, T.V., Topeplayer, etc F“? SER/ Serial Number No dashes, com-nos, blank spaces I TYP I2” . fITITIIIIII WIIIIIIIIII° I 19 Inch TV, etc. (Dollars Only) . MOD/’MoJ.No., Nome, Desc. . VAL/Value n Boat Motor, T. V. ,Tapeployer, etc. r1 SER/ SerialNumber Nod as,l'res corn rn,mas blank spaces. TY P/h" III°IIIIIIIIIII° LII ' Mahe Motorola Zenith etc. )9 Inch TV, etc. (Dollars Only) B g‘fii .._,:,»,.:«1..-g- |MOD/Mod.No., Nome, Desc.l.lVAL/Valuel o [’1 Boat Motor, T V. Tapeployer, etc. a “‘2‘”. SER/ SerIal Number No dash es, commas, blank spaces. .TYP/ 2.;‘W ~ IIIILIIIIIIIIIIIII II Mot."— Motorola, Zenith, etc. Ii] l9lnch TV, etc. (Dollars Only) ' afitiww MOD/Mod. No., Name, Dem]. [TL/value] . ”'"I‘IIIIIIIIII [3] Boot MotorL_ TV Toeeglazer etc. :4 No dashes, commas, blank spaces. 1. TYP/"ffL-s’. Mi IIWIIIIIIIIIIIIIITW Make... Motorola, Zenith, etc. wI ’W‘"°‘"'° {I SER/ Senal Number No dashes, commas, blank spaces. I. IIWII IIIIIIa.IIII Malta Motorola Zenith‘, etc. 19 Inch TV, etc. (Dollars Only) FUD/MoiNo” Norne, Desc.‘ lVAL/Value I 0 . 0 Fl Boat Motor, T.V., Topeplayer, etc. R '9 Inch TV, etc. (Dollars Only) .lMOD/Mod. N... Nome, Desc.l.lVAL/Value_1 . Winchester, Remington, etc. r5] l3] : Serio on or dso he,s commos, on spocgs I / a . w:::-:l_r-km “Lisa/I I INII I I I I I I I [III II I I'WMAKMIVTHfi- ENTER GUN .30'-30', .33, l2 Gouge, etc. 5! [Th . 9.7.3.. FREE; . ITYP/TYP'IGI I IGWP‘I I I I I I ITII I FWI I I l I II Group] cu». .ul Group 2 1:; a l; J “on GUN RECORDS 242 fifi- -..-......o- “-..—... _. __ A MISSING PERSON AND II'UNAWAY CASE REPORT LANSING POLICE DEPARTMENT WA . Ctr-'13 .:' . ' I‘m NAU‘AVo-r ov Inc: on? Tec=iuo~JL UWJW" '03.. El'LolLLII' IIIIIIIIIIJ’HA'IB- ' “MILLII'L Y Ir. u --,~ Iv s-t e N1M/:.va-.I .u- su-z .ns' i.es‘r ”Ibo-m. f‘lofi/TIIJ .“DS'I nu.‘ [P' ' ' I I I I I I I L -:--:-:_‘ - ;' ‘ i —. T+ITTVT-I-~Il—J'l-R—L—F4-33A~Ltil‘ gl' (lax-3L AA\As? L 1 1 l I l l J J l l J _L AF(.TU- .,.¥$olc7!:3v T'l’ b Tl. . I ' ‘ I l I I ‘ ' I -... ..... .-.... ____._I.--‘IIJLIII'LI‘11!JIJ_L__III_J._I_L_LII IIL'IIIJ x.’ '--'~‘" “" “ .I "’ ‘—'<$[§7 iA / OOI/ :c’vi -‘ 2~L on 9-n ‘13:, II-A' fins-v» 7: v.9 lS~Pml at»... . I . l.‘-‘ .'. i I. i 1. . 1- ' 'I'-lr-J J I( rut. :.-.-v.t I: j "t "‘NAM/°""“' Iroscs s '13": .;".J‘( two“. 9.3. —~. w. ~ . . I ‘9', I LLIJLLIILIIIWIIIIJ ILILIII -_ “Ki-Hutu :: Lassa: Muss-I -.c:- ”L “°.$EX/‘ MC! 003/ ‘IP lN/ 1 _l ILLIHIIIIIIIILIILJIIJLLIllIll EIJIJIILJUIIIIII WLRO/ «nu-t luvLOVIO ace-l was: Ia}. Duoul- a $0C/‘“”~ ~~:--: - 1,, ~:.. _.l__.l__l_l_ l_lfiL Fri—LII _-__ ' . ‘J 21. "‘"Ifl' _L NEI/ W6 / ETE/ HAI/ m}:- wse~ covet-”I'm I."L!' J lrlrlarlcel- .fi'Ah-I l I'L’l I~o O I l 2:. 0-«3'9 ... LAI-Lt - Arum-(Ila 23 VSM/ YAIvcs . ocoes . autumn-ans Iocsceuon cost-nut It. has Cl'” cw CI'” I:I~° ' _ _ 1 1 l 1 l l 1 I l 1 24. s .6 :A. IPUL-15fts - e-Act - Hus-I - can-L - (N. 25. co~0IYIo~ or "(Y-v unsc- u In. snu (It-nu c:~:.'I:~I 40. cLor».~c ween .. on (0“.-1Y? ocscntenm. Isu mun-J: nous, a). mus-.1. cans ' t"- 4. nan-v woe-I uonlv can-Ito Lugs-In. ;9_ rs... _. 9.. 2.57. on (It-(ULA' vcs n: at. W-It L‘!‘ sn- Una-c ”an. su IAC! Act )I. no»! Aooetss no»: cues: en's. 'nOhl - C‘-l* 14‘. add! wuss-w n-so-I LAST sun 33. "Juan olihuotlou 34. v c? u arr-“nu.- us n: seetfiI :-. [3" CI“ [I]! NC] 39. hetv s r-- saveIA-usccs ’ sun-l co. “to cm 3°.‘1-51"’.'.N‘."3(:13!) at DIN-“cl. CAVILL (TL) )7, t' 0.1% a: ocesau t". A “Ivan-Lt 00‘s Juvt's'L! u'ruttl e: (a schema- vcs Duo __J > 7 - *l°‘.-'.-\ '5 'l." III-I. e031 :YIL( :oc'l LICIV’I no. stat: v11! try-[I IaguYIOVI-g'. Isroevotgcn 3. at. (Ll ~r- -.o -—.——--.——— _--_. —-—- —- -~--———— ——---——-J —-———- —- ----— .. -— — - ---. -.. -— --..—. ..— _— a9. n. .s-zau 40. sworn n-n-oco senor. In. new. on ones "nun-nus 4. . 91~s'u I: In ~:I 'Ito 2' ucncu Dtcaho-Is-In new! Arm-ms Ins-at Duo“ ens. Oahu-our- 43_ :10: V. Last Stu. a '» .v..‘,l‘sc 9H- .‘u s-cvl, Annals: you; euoq; Act 3:. Unix; a? I? {I km .15 “XI \A-I-LTI'HI. mace u but c ecuusvs-ccs aso co-IonIo-Is wmc-I out nut to To. t o nos-[Insect or true exesou . D elves: 'ull Ire - U37 roeuti Abbelll. IccOeo Cheetcvafirsflcs OF eceson Ore MIDDLE-0001. Ugo 2°g—Waqorfiy.(l_LJ—ILLLLLIiLllJIJJIIILLILLUIIIIILILII C! D "f" °°'"”“"”'" IllllIIILIILLJIIIIIIJLLJlLlJlll[111111] ---—...- _— _LJIIIILILIILJJJILIILJIILIJILJJILIJIIIIJJLLLLIIIIlJl_ IILIILLIIIIILLIILIIIIIILLIIIIIIIIILJIJIIIIILIIIIL3 LlJIllIIIIIJ41-IllllllllllIlllllllllIllIlLlJllllll‘° u. urea coeus aces-eta IVS. e ecu-Inn) 47, eeoe. II“. no. _"l_L_1_.L_L_l_J_J_J_L_LL.LLJ41LJ I I II I I ante. Iasnu 9 Ollt VIM: so.w~ou NO'IHIO 5!,A3'IOV Yeaqo. —-— 2 . ”Ti-'fi'lw Is—r—cs Mg!— '" c'. ‘I -. I..;. :r 94. IV In! :‘tccti-T-to. non (It-nor can '~:a—05-I--'2I smut. cum-v. o- nee? ch-ooI-cor g .. nu... . """~"‘ "’ “"U'n‘ ' ...“. U r Inns-o .suecunA-uv - “ [—3 ‘7’ ‘3 NIL—3"" QWI (3:33.12. D§§§E‘:°J: Dig-.33.: D:;:J;;:...,CII:2:: .. 5 so 3..‘/-..-. .- ... q‘fi‘ r. Inn. "" at ci§¢rf§in anti-:fis'iufi- ' 9. ' ' A; Smut-'- a- no. s: -1133!- ;s-.— -; I I Ls‘N'.'\ ." I .U"L__l:lll' econ . ‘s‘ neviel och-ea“... ' ..b.‘ .d.‘ ' 6' .CTFO.'1;50";EII --—-—* -':‘-‘~ 5.,‘——— --.. --..-_-..-r',‘.‘;?.,__ -. - . .. .. -----. ..-. ..____._.-. .._____._-. _.__..-.._... , _..._I.._-_--.......I RECORDS . d‘NTW 243