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Creating a Safer City

REPORT OF THE FENTY 06 ETRANSITION TEAM ON PUBLIC SAFETY
DECEMBER 2, 2006

Creating a Safer City

Transition Action Program for the Mayor Adrian Fenty Administration

Ron M. Linton
Team Leader

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Executive Summary

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Blue Ribbon Commission Report

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REPORTOF THE FENTY 06 PRE TRANSITION TEAM ON PUBLIC SAFETY NOVEMBER, 1, 2006 Creating a Safer City Pre Transition Action Guide for the Adrian Fenty for Mayor Transition

TEAM MEMBERS

Team leader: Ron M. Linton

Sub Leaders: Community Policing Kristopher Baumann
Strengthening investigative team work Tad Dibiase
Community reentry Laura Hankins
Incarceration alternatives Robert Hildum
Juvenile Justice Jason Ziednberg
Woman and girl’s protection Ellen Opper-Weiner
Emergency Medical service Anne Renshaw
Emergency Preparedness Erik Gaull

Team members: George Banks, Tom Blagburn, Leo Bosner, Robert Bossard, Linda Bowen, Dwight Bowman, Michael Carrington, Clarence Edwards, William Ellis, Juan Espinal, Mai Fernandez, Gail Fisher-Stewart, Harry Gates, Cedric Hendricks, Robert Hendricks, Ted Howard, Rahim Jenkins, Peter Jensen, Richard Jerome, Vincent Jones, Clifford Keenan, Ron Magnus Larry Martin, Tommy Musgrove, Chuck Paris, Steve Rickman, Enrique Rivera-Torres, Luis Rojo, Joyanna Smith, Lisa Swanson. Marcia Thompson, Jeffery Tignor, Ken Tolson, Marika Torok, Rod Wheeler, Peter Willner Lynda Young. Download report_of_the_fenty_pretransition_team_on_public_safety.doc

Notes on MPD Disparities

Hello, all!  My name is Kathryn Aegis, and I have a background in community work, physical security,  Homeland Security and disaster operations.

Regarding the MPD, I agree with the need to assess the problems regarding disparate treatment, as problems continue with treatment of minorities.  There has, however, over the past ten years witnessed a growing competency on the part of MPD officers and commanders with regard to the treatment of subcultures and religions in the city.  This is an area that surrounding jurisdictions are struggling with.  It is partly due to the diversity training that was instituted at the academy in the mid-80's that brings in representatives of the different groups, and partly due to the officers' daily exposure to events that are held in public areas for entertainment or religious purposes. 

The Halloween weekend provides examples of this -- events are being held by the Wiccan community, the GLBT community, and various gothic/industrial clubs.  In neighboring jurisdictions, these events become a center of disputes between the police and citizens, but not in DC. 

Therefore, I recommend that a review of 'best practices' in this area be included along with a review of the problems, to highlight areas of improvement along with areas of intrenchment.  The DC MPD has learned some lessons that could set an example for other departments.

Kathryn Aegis

Cities with High Poverty Aren't "Safe"

Potential Near-Term Actions

1. Announce the mayor’s  intention to establish an independent Capital City Program Analysis Office (well beyond “CapStat” per se, and surely not under CFO!) to explore municipal agency productivity compared to other relevant jurisdictions, and to challenge budget/program allocations between interdependent city functions.

2. Applaud current regional and federal cooperation in DC crime prevention and emergency care, but propose to explore additional areas for common practices and facilities to benefit national capital metro area safety and health.

Accepting the Broader Context:

a. On the Plus Side:

This is the only vision area that recognizes that the solution lies outside the purview of the agency devoted to the controlling the problem. We agree that DC’s (somewhat) above urban average crime statistics are largely caused by high poverty and high male school drop-outs.   Elsewhere, we refer to this nationally-embarrassing reality as “the war between the drop-outs”. The solutions clearly lie in increasing success in improving education and health, thereby decreasing poverty. NARPAC strongly believes that “Poverty Reduction” is one of the four or five major overarching goals that should underpin the current, somewhat disconnected, “Fenty Visions.”

b. On the Minus Side:

We believe, however, that this vision statement only addresses “Reducing Current Crime Rates” and ignores other aspects of the overall safety and justice problem area, such as:

o the compounding effects of repeat offenders magnifies the impact of so many juveniles entering the world of crime so young. Reducing recidivism is the subject of a recent Neil Pearce (citistate) article and bears serious consideration;

o the importance and apparent inefficiency of DC’s FEMS efforts must be addressed. It is closely related to DC’s failing image in health statistics, the overlap in fire and ambulance functions, the misuse of emergency transportation and facilities, etc. All are related to the larger poverty issue;

o  police and FEMS workers are frequently cited as among those needing and deserving more affordable housing within DC.  This is another “cross-cutting” issue deserving further attention. These dedicated people are often singled out as potential role models for aimless youth, and it might be possible to exchange affordable housing for after-hours contributions of time and effort with the target young population. There is, of course, an active Police Boys & Girls Club, but there are other areas involving teenagers’ spare time that deserve expanded participation by the S&J community. [On the Education blog, we proffer the idea of “settlement houses” or “kibbutzes” as means of “recycling” wayward youth, partially staffed by willing city workers].

c. Increasing Workforce Effectiveness, Efficiency, Accountability, Etc.:

The Fenty “Fiscal Discipline” Vision (not now supported by a blog), proposes an initiative by which he hopes to “root out waste and discover (in)efficiencies”. This Capital Accountability System (CapStat) is an outgrowth of similar map-based data presentations used in Baltimore (CitiStat) and New York (CompStat) to improve management allocation of resources.  Similar systems are now used in other cities, and are described on the web. Early versions of this “high-tech” system were featured in the TV series about the brief of police in “The District”. Many viewers thrilled at the thought of such a splendid management panacea. Fenty proposes to use this technique across many municipal agencies, and reap millions in cost-avoidance.

NARPAC has no objection to such high-tech initiatives, and would particularly support them in the (bad) health arena. However, these “current event” tracking and display systems are not likely to catch DC’s basic failures in workforce productivity. DC clearly has way more MPD/FEMS personnel than comparable urban jurisdictions even excluding the several thousand additional law enforcement officers in DC from other agencies, ranging from the Park Police and GSA, to Metro and the 2300 (!) members of the Capitol Police. The nation’s capital city is awash in costly starched safety/security uniforms, and awash in juvie criminals just the same.

NARPAC firmly believes that Fenty should establish an independent program analysis group to compare DC personnel and performance levels to those of  other relevant jurisdictions, and to challenge budget allocations among municipal agencies devoted to attaining the city’s same overarching goals. This office could easily manage (and expand)  the CapStat system as well. 

d. developing a regional context:

DC’s MPD and FEMS(?) are somewhat ahead of other DC agencies in seeking out and accepting both regional and federal assistance in their duties, recognizing that neither crime prevention nor emergency care can afford to be compromised by jurisdictional boundaries. Such obvious steps as interoperable communications and ER use are no-brainers. We believe there are more significant opportunities to share facilities and functions whereby DC could benefit from the relative wealth and expertise of nearby jurisdictions, and federal agencies as well. These could range from training and data storage/analysis facilities, to morgues, “CSI” labs, and specialty trauma centers.

e. free plug for NARPAC

We took an extended look at DC’s MPD and FEMS workforce compared to those of other cities in our response to the finally-fading, originally- flawed GAO report trying to “prove” DC’s supposedly enduring “structural imbalance”, which we consider a hoax. Our analysis can be found at http://ww.narpac.org/REXGAO.HTM . The GAO concluded DC was paying enough for public education, but was under-funding its Police/FEMS needs by several hundred million dollars a year! We also look at comparative crime figures at http://www.narpac.org/SJI.HTM#crimstat05.

Comments by Clarence Edwards

Ron,
Attached you will find my comments on the above subject report. If you have questions or concerns, please contact me at one of the following telephone numbers:
Home (301) 476-7788
Cell (240) 426-7497
Clarence Edwards
COMMENTS ON FENTY DRAFT TEAM REPORT
By
Clarence Edwards
 
 
Strengthen Community Policing Partnership
 
1.       Request that the transition team analyze the existing organizational culture within the MPD to determine if it is compatible with the Fenty vision of making our streets and neighborhoods safe.
 
2.       Provide the transition team with an understanding of why “community policing” can only be successful in an environment where “community government” is also being employed.  This action would help the Mayor explain why all organizational entities within city government must work collaboratively to ensure the most efficient and effective delivery of services to residents and visitors to the city.
 
3.       Recommend that the transition team evaluate the feasibility of using the District’s Advisory Neighborhood Commission system to identify and/or develop instruments to accurately gauge community satisfaction with law enforcement services currently provided to city residents by the MPD.  Involving Advisory Neighborhood Commissioners in the evaluation of the delivery of public safety services could firm-up political support for the Mayor’s community policing initiatives.
 
4.       Request that the transition team identify career long term training opportunities supportive of community policing for all police officers, supervisors and managers.  This training must reinforce the need for equity and condemn disparate treatment in the provision of police services.
 
5.       Request that the transition team require the MPD to provide its supervisors and managers with training that helps identify, effectively counsel and if necessary discipline the proverbial “bad apples” found in any police organization.
 
6.       Recommend that the transition team carefully evaluate enabling MPD personnel to serve within the same police District throughout their careers, even as they are promoted up the ranks.  Big city police departments abandoned this practice after detecting problems with corruption and also determining that officers, supervisors and managers need broad based experience to maximize their effectiveness.
 
7.       Suggest to the transition team that it consider the use of outside consultants to evaluate and make recommendations on the MPD’S current organizational structure to determine the most efficient and effective use of supervisors and managers.  The civilianization of positions not specifically requiring a sworn officer should be an outcome of this evaluation.
 
8.       Recommend to the transition team that the MPD be required to recruit applicants who have a willingness to serve “all” segments of the District’s population equitably and effectively.  For community policing partnerships to be effective they must be more than empty convenient sayings used by police and government officials to placate citizens concerns and complaints.
 
 
 
 
 
 
 
Procure Appropriate Federal Public Safety Reimbursement
 
• Recommend that the transition team identify other jurisdictions that have successfully obtained reimbursement for regular operational expenses from the federal government e.g. VIP motorcycle escorts for national and international officials, the use of emergency response teams in support of federal government protective responsibilities and the use of patrol resources taken away from neighborhoods during public demonstrations aimed at the federal government.
 
Overhaul Juvenile Justice
 
• Request that the transition team evaluate the feasibility of reviving and enhancing the Recreation Department’s “Roving Leader Program.”  In the past this program was successful in helping the MPD reduce violent crime in neighborhoods with large numbers of “at risk” youth.  Roving leaders were also used to assist the MPD restore order when police-citizen civil unrest occurred in problematic neighborhoods.
 
Support Community Reentry Program for Adult Offenders
 
• Suggest that the transition team evaluate a Baltimore PD initiative that uses police officers to assist adult offender’s transition back into the community.  Baltimore police officers assigned to this unit carefully screen adult offenders desiring employment and assist them complete job applications and obtain credible job references.  Such a program could help reduce recidivism and also assist the city identify ex-offenders capable of providing credible preventive counseling to “at risk youth.”   
 
Develop Incarceration Alternatives
 
• Recommend that the transition team review the National African American Drug Policy Coalition’s Blue Ribbon Commission Report on Racial Disparities in Substance Abuse Policies published in September 2006.  This document “Racial Disparities in Substance Abuse Policies Report and Recommendations” contains important insights on alternatives to incarceration.  It carefully analyzes the impact of policies which treat drug and alcohol addictions as a moral failure that must be punished and not as a public health problem.  The National African American Drug Policy Coalition’s approach appears to mirror the Fenty vision for making our streets and neighborhoods safe.
 
Strengthen Emergency Preparedness and First Responders
 
• Recommend that the transition team advise the Mayor to initiate an immediate evaluation to determine the adequacy of the city’s existing evacuation protocols.  This evaluation should determine the availability of bus transportation for persons without automobiles; highway exit capacity and internal traffic flow capacity during an emergency requiring the evacuation of the city.
 
• Suggest that the transition team review the U.S. Government Accountability Office testimony provided before the Senate Committee on Oversight of Government Management, the Federal Workforce, and the District of Columbia, which convened on September 28, 2006 to receive an update on the National Capital Region’s strategic plan.
 
Clarence Edwards
 
 
The strategic plan addresses national priorities and target capabilities from the National Preparedness Goal, an Emergency Management Accreditation Program (EMAP) assessment of local and regional preparedness and emergency management capabilities against recognized national standards, and the Department of Homeland Security Nationwide Plan Review of emergency plans.*
 
• Suggest that the transition team evaluate and make recommendations to the Mayor on the following areas of his vision to make the District better prepared to respond to a wide range of natural and man-made disasters.
 
1 Improve Voluntary Agency Coordination
2 Identify Federal Funding Mechanisms for Emergency Management Programs
3 Identify effective strategies for integrating the Private Sector into the District’s All Hazards Emergency Management Plans
4 Review and make recommendations on the adequacy of the District’s Pandemic Influenza Planning and Emergency Management Plans
5 Identify Best Practices to enhance City Council and Congressional Budget Presentations on Emergency Management Issues
 
                 *Emergency Management Accreditation Program October 19, 2006 E-News
 
Clarence Edwards
 
 
 
 
 
 
 
 

Updated Comments to First Team Report by Section

1. Strengthen Community Policing Partnership

Ensure police officers are intimately familiar with the community in which they are hired to protect.  Giving officers incentives to live in or near that community and understand its dynamics helps nurture the relationship, leading to better dialogue and safer communities.

Committee Recommendation # 1.1: Enable MPD personnel to serve within the same police District throughout their career, even as they are promoted up the ranks.

Comment: Ensure that the Chief of Police retains his authority to increase or reduce manpower assignments to a specific district when crime patterns change in that district, criminal activity moves from that district to another, or manpower needs otherwise change over time.

Committee Recommendation # 1.2: Encourage “ownership” by officers and line officials of their individual areas and provide them the flexibility and resources to try new policing initiatives.

• Committee Proposal: Make community-oriented policing an integral part of the field training process.

        Comment:  Identify a team of experts in both community policing and police training from both outside and within MPD to develop the curriculum that would be used for this portion of officer field training.  Request that the team develop the curriculum and implement the training within the first six months of office.  Require that MPD develop and implement a field training inspection process to ensure that the community-oriented policing field training is appropriately delivered.

• Committee Proposal: Provide additional training to Master Patrol Officers (MPOs) on how to establish and maintain relationships with community groups.

Comment: Identify a team of experts in both community policing and police training from both outside and within MPD to define the nature of this additional training and develop the curriculum for it.

• Committee Proposal: Have MPOs provide field training for new officers and indoctrinate them into community-oriented policing.

Comment: Identify a team of experts in both community policing and police training from both outside and within MPD to develop the curriculum for this portion of officer field training.

• Committee Proposal: Require MPD to fully staff the current MPO program. Require MPD to develop a community outreach training program as part of the MPO training.

Comment: Request that a team of experts in both community policing and police training from both outside and within MPD define the nature of this additional training and develop the curriculum for it.

• Committee Proposal: Create the position of Community Outreach Lieutenant in each Police District, with the focus of overseeing and strengthening that District’s contact with community leaders, businesses, and residents.

Comment: Require that MPD assign one lieutenant, one sergeant, one officer and one civilian in each police district to that district’s Community Outreach Unit.  Require that the unit function as a specialized unit, i.e., a unit that is free of performing patrol and PSA functions.

• Committee Proposal: Increase opportunities to have neighborhood groups provide input on the types of enforcement they want to see in their neighborhoods.

Comment: Request that MPD dedicate one PSA meeting per quarter to evaluating focused law enforcement efforts and community/police problem solving efforts conducted within the PSA.  Use a standardized evaluation tool to engage residents and document findings.

• Committee Proposal: Have Community Outreach Lieutenants set up regular forums with established community groups.

Comment: Require that they provide regular updates on any targeted problem solving actions or plans that were created collaboratively and can be viewed online by all partners.

• Committee Proposal: Improve resources for officers who encounter problems in the community.

Comment: District Community Outreach Teams can provide counseling and support to officers who encounter problems in the community.

• Committee Proposal: Ensure Community Outreach Lieutenants in each District are available to assist officers working on solutions and long-term plans for effecting change.

Comment: The proposed District Community Outreach Teams can train officers in problem solving and community planning.

Committee Recommendation # 1.3: Provide an adequate orientation period for officers or officials transferring into a PSA.

• Comment: Utilize best practices (such as those in Prince George’s County) to evaluate and restructure MPD’s promotional process.  Ensure that promoted officials are tested and evaluated every six months to ensure their integration as an official.

Committee Recommendation # 1.9: Provide police officers and their partners with the funding, technology and training they need to do their job. In addition, streamline administrative jobs so more police can be on the beat

• Committee Proposal: Professionalize and modernize the Institute of Police Science (Police Academy).

Comments: a) Request that the Mayor commission an evaluation of the Institute of Police Science’s classes and instructors within the first six months of his administration.  The evaluators should be experts in best practices within police academies.  B) Appoint a panel to provide a long-term plan to overhaul the Police Academy. The plan should incorporate community policing in every class for recruits and lateral officers and in all in-service training.  Have the plan reviewed by team of sworn and civilian experts from outside and within MPD.

Committee Recommendation # 1.12: Train police officers to be culturally competent with special populations such as the deaf and English language learners.

Comments:

• Provide police officers the ability to instantly hold a conversation in any of 150 languages with any person who lives in, works in, or visits the District of Columbia with technology that is already available to MPD. 

1. Train all police officers in how to access the Language Line from any telephone.  (Officers can already access the Language Line through Dispatch and are authorized to access the Language Line for any official purpose.)
2. Encourage all officers to use the language line when speaking to any limited English proficient person or English language learner.
3. Develop an agreement with a telephone company to provide all police officers with a cellular phone that can hold both a business (MPD) and personal account at reduced rates.
4. Utilize the police officers’ ability to communicate with anyone in any language as a tool to promote community policing, police-community interaction, and tourism.

• Bring MPD units working with special populations – namely, the Gay and Lesbian Liaison Unit, the Latino Liaison Unit, the Asian Liaison Unit, and the Deaf and Hard of Hearing Liaison Unit – into a single Special Populations Section under MPD’s Special Services Command.  Have this section develop specific goals and a plan of action for each of the units, to include targeted problem solving in PSAs with a large number of special population residents. Provide these units with the citywide focus that they currently lack and eliminate the inclination of district officials to divert members assigned to these units from their specialized community outreach and community policing responsibilities into performing PSA-related tasks, such as ticketing, traffic control, etc.

• Request that MPD’s Office of Corporate Communications work closely with the department’s specialized units to develop and/or translate MPD publications targeting the city’s special populations.

Committee Recommendation # 1.13: Encourage citizens to report unusual incidents in their neighborhood and demand that police officers address all crimes—whether they are big or small.

• Committee Proposal: Implement a Citizens Police Academy based on the proven success of the Senior Citizens Police Academy.

        Comments: Many Senior Citizens Police Academy graduates offer their volunteer services to MPD after completing the academy, however, volunteer service opportunities at MPD are difficult to identify.  The planning for a Citizens Police Academy will need to include plans for placing graduates in volunteer service opportunities at non-MPD locations.  The plans should also establish a process by which volunteers can evaluate their volunteer assignment and supervisor, and for volunteers to be evaluated.

• Committee Proposal: Have MPD engage in a public relations effort to educate the public on the importance of their assistance (for example, using detectives, officers, and prosecutors to give examples of how the smallest piece of information or cooperation has led to breaks in major crimes).

        Comment: Request that MPD incorporate this subject in its quarterly district community forums and encourage residents to form neighborhood watch and citizens patrol groups.

• Committee Proposal: Create incentives for officers to make arrests for “minor” crimes or quality-of-life offenses or take police action to deal with neighborhood nuisances. Work with the D.C. Superior Court to streamline the court system for any minor crimes. 

            Comment: Commission a study examining best practices regarding quality-of-life issues that do not require law enforcement involvement.  Incorporate the experience of ward Neighborhood Services Coordinators in this study.  Evaluate and modify DC laws and regulations to assign a role in quality-of-life issues to non-law-enforcement agencies.

• Committee Proposal: Request that MPD revamp its performance review criteria to reward making arrests (or taking other action) in quality-of-life offenses. OAG should work with the D.C. Superior Court system to identify and implement means to streamline processing and disposition of minor/quality-of-life cases.

           Comments: Request that the Mayor establish an inter-agency working group to study and propose an appropriate government response to quality of life issues and consider the use of “asset-based community development.”[1]  Some of the quality of life problems can be addressed through the Mayor’s Neighborhood Action and Neighborhood Services programs in each ward, by having MPD work in collaboration with other District agencies on quality of life issues that arise on a daily basis. 

2. Strengthen Investigative Teamwork

Enhance the relationship between police, prosecutors, investigators and forensic technicians.

3. Procure Appropriate Federal Public Safety Reimbursement

Request that the Federal Government pay its fair share of the costs of public safety in the District.

4. Overhaul Juvenile Justice

Make the government intervene in the lives of at-risk youth so that they can grow into productive members of our community.

Committee Recommendation # 4.5: Treatment.

• Committee Proposal: (a) Work with teachers, mental health specialists, and with community and business leaders to provide our youth with treatment for negative actions that result from mental illness, alcohol, or drug abuse.

Comments: Establish a comprehensive case review process that begins with a thorough rebuilding of each youth file to create a unique rehabilitation process based on needs or potential.  Pilot a longitudinal study with 25 test and 25 control subjects.

Committee Recommendation # 4.6: Treatment.

• Committee Proposal: (b) Offer rehabilitative services for first time and minor offenders.

Comments:

·        Improve availability of programs that address gang prevention and leadership development; couple those Committee Recommendations with jobs programs and youth court exposure 

·        Appropriate more funds for prevention and treatment and provide grants through the DC Children and Youth Investment Corporation.

·        Establish a think tank Review Board to evaluate agencies and programs providing treatment to youth.

5. Support Community Reentry Program for Adult Offenders

Treat community supervision of Adult Offenders as both a public safety and a community service commitment. If we reduce recidivism, we reduce the number of District residents who become victims, and increase the number of productive members of society in our City.

Committee Recommendation # 5.1: Develop a reentry strategy that includes pre-release planning, education, employment, family and community support, and short-term and long-term housing, to enable ex-offenders to reenter the community and become productive residents, by working with justice experts, faith-based organizations, and community and business leaders to make this reentry strategy a reality. 

• Committee Proposal: It is recommended that the Criminal Justice Coordinating Council (which includes representation from all branches of government including federal entities) be tasked with spearheading the development of re-entry programs and related criminal justice reforms.

Comments:  CSOSA provides adults released to community supervision with a very wide range of monitoring and support services.  Social service programming, strict supervision, and post release monitoring are very strong components of CSOSA.  What hampers community reentry efforts is the lack of job training, job placement, housing, and family support opportunities for returning offenders. 

Committee Recommendation # 5.2: Convene a summit headed by the Deputy Mayor for Public Safety in which all the relevant stakeholders, including Court Supervision and Offender Services Agency (CSOSA), prisoner advocacy groups and ex-offenders, explore a strategy for re-entry programs.

• Committee Proposal: A summit to explore a strategy for re-entry programming should include in addition to the listed government entities all major non-profit social service organizations as well. Piecemeal approaches that don’t address the continuum of care from incarceration through pre-release planning to pos-release programming supervision will only achieve marginal results. Re-entry programming should also be two pronged and include strong social service programming, and stricter supervision and post release monitoring.

            Comment: Focus the summit on the development of a strategy to provide returning offenders job training, job placement, housing, and family support opportunities. 

6. Develop Incarceration Alternatives

Reentry issues are only one correctional challenge facing our city. It is also important to explore alternatives to incarceration, thus saving us millions of dollars spent to house inmates awaiting trial, while maintaining citizen protection.

7. Strengthen Emergency Preparedness and First Responders

The District must be prepared to respond to a wide range of natural and man-made disasters.

Committee Recommendation # 7.1: Improve coordination with the federal government and states within our region so that in the event of a disaster, citizens receive a consistent and secure reaction from first responders.

Comments:

• Issue a Mayor’s Order to combine the Emergency Management Agency and the Office of Unified Communications into a single agency responsible for emergency communications and first responder synchronization. Both Agencies have similar missions and responsibilities and are housed in the same facility. By combining these functions and integrating the agency management the District of Columbia would derive significant cost benefits.
• Issue a Mayor’s Order to centralize in a single agency the oversight and management of all land mobile radio technology and equipment, mobile data technology and equipment, wireless video and data technology and equipment, in order to consolidate the strategic management and planning of this critical public safety system.  This functional area continues to currently be administered by individual agencies, in an uncoordinated and unsuccessful strategy costing the District millions of wasted time, effort and dollars each year.

Committee Recommendation # 7.2: Provide adequate funding, updated training and technology to our first responders so they can provide citizens the best protection available. This includes improving communication within DC FEMS and its medical providers, such as hospitals and clinics, so wait time for citizens is cut to a minimum, and working with traffic partners for more efficient first responder arrival and patient transport.

Comments:

• Examine the feasibility of developing a single case management tool for all agencies of the DC Government, utilizing systems such as Hansen and Intranet Quorum. Hansen’s next-generation enterprise resource planning (ERP) system, Hansen 8, when used with associated professional services, delivers a one-stop solution for managing the operations of government. Intranet Quorum is a web-based, full-featured citizen relationship management and workflow system developed specifically to meet the needs of government offices. IQ delivers superior workflow, database management, correspondence management, document tracking, and performance measurement.