⚠️ Aviso de traducción: Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.
⚠️ Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.
Findings and Recommendations 6 findings
F1
– EDC Central Dispatch is critically short staffed. The department is funded for 22 staff (18 dispatchers and four supervisors). They currently have 19 staff (nine dispatchers, four supervisors, and six trainees). Several dispatchers (six) and supervisors (two) have left Central Dispatch to work for higher paying agencies in the past five years.
Related Recommendations (1)
R1
– EDSO direct Central Dispatch to develop and implement a strategy and action plan by July 16, 2025, to retain dispatchers, focusing on employees with less than seven years in the position.
F2
– Despite staffing shortfalls, the Central Dispatch Department has a collaborative and engaged work culture. To date they have achieved key performance metrics at the expense of potential liability risk, job attrition, and higher costs.
Related Recommendations (1)
R2
– The Board of Supervisors direct Human Resources to assess the wage disparities, pay differentials, and benefits from a wider range of local cities and counties, primarily Folsom, Roseville, and Placer County, to make an interim adjustment to Central Dispatch wages
F3
– Central Dispatch staff are mandated to work extensive overtime hours resulting in stress and further job attrition. EDSO deputies are required to cover shortfalls at considerable extra expense.
Related Recommendations (1)
R3
– The Board of Supervisors direct Human Resources to include training incentives, including salary increases for Peace Officer Safety Training (POST) education and degrees
F4
– County leadership outside EDSO, which determine Central Dispatch compensation levels and benefits, appear unaware of the serious staffing shortfalls and the stress on Central Dispatch, largely because Central Dispatch has managed to maintain their key performance metrics.
Related Recommendations (1)
R4
– EDSO direct Central Dispatch and their payroll department to produce an annual report by January 1, 2026 including the amount of overtime salary paid, as well as EDSO deputy pay differential for Central Dispatch staffing to determine the additional cost of keeping Central Dispatch 9-1-1 lines answered.
F5
– There is no single source of information that shows how much extra is spent covering staffing shortfalls in Central Dispatch, including overtime pay and the higher pay rate for EDSO sheriff deputies. The lack of visibility to additional Central Dispatch coverage costs impairs the BOS and HR from making effective staffing decisions and prioritizations.
No recommendations for this finding
F6
– El Dorado County Dispatcher wages, differentials, and benefits are not competitive in the regional public dispatch market. The County’s five-comparator pay modeling doesn’t take local city agencies that Central Dispatch employees have moved to into account.
No recommendations for this finding
Conclusions 1
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CL1 Page 19Hiring and retaining a dispatcher through the training and probation period is a challenging task. Central Dispatch performs well with adept multi-tasking from motivated employees, despite the challenges of low staffing. The County now needs to support Central Dispatch with improvements in pay and shift differentials to ensure full staffing, dispatcher retention and effective public safety. The County needs a sensible fiscal approach to attract and keep qualified dispatchers to fully staff and reduce the stress of mandatory overtime.
No Responses Found 2
Government entities assigned to respond to this report. No response documents have been linked in our database.
El Dorado County Board of Supervisors
Elected County Office
El Dorado County Sheriff
Elected County Office