Together OFFICE OF UNIFIED COMMUNICATIONS - STRATEGIC PLAN 2020-2022
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UNITING & EVOLVING
together
OFFICE OF UNIFIED COMMUNICATIONS
STRATEGIC PLAN 2020-2022TABLE OF CONTENTS
Message from the Director...............................................4 5. Our Timeline...................................................................27
FY2020 1st Quarter (October 2019- December 2019)................. 28
1. Who We Are......................................................................5
FY2020 2nd Quarter (January 2020- March 2020)...................... 29
Our Leader...................................................................................................................................6
FY2020 3rd Quarter (April 2020- June 2020)...................................... 28
Our Agency..................................................................................................................................6
FY2020 4th Quarter (July 2020- September 2020)...................... 29
Our Team.......................................................................................................................................6
FY2021 1st Quarter (October 2020- December 2020)................30
Agency Organizational Chart...................................................................................7
FY2021 2nd Quarter (January 2021- March 2021)............................... 31
2. Our Partners................................................................... 9 FY2021 3rd Quarter (April 2021- June 2021).............................................30
Public Safety Partnerships......................................................................................10
FY2021 4th Quarter (July 2021- September 2021).............................. 31
311 Customer Service Partnerships..................................................................11
FY2022 1st Quarter (October 2021- December 2021)....................32
Radio Service Partnerships.................................................................................... 12
FY2022 2nd Quarter (January 2022- March 2022).........................33
National & Regional Industry Partnerships........................................... 13
FY2022 3rd Quarter (April 2022- June 2022).........................................32
3. Our Past Success.......................................................... 15 FY2022 4th Quarter (July 2022- September 2022).........................33
2017-2019 Strategic Plan Success Story...................................................16
6. Our Staff Voices.............................................................35
Accomplishments..............................................................................................................17
Strategic Approach..........................................................................................................18
4. Our Strategic Plan: 2020-2022................................... 19
Focus Area #1: Qualified & Engaged Staff.............................................. 20
Focus Area #2: Customer Service & Citizen Engagement.... 21
Focus Area #3: Strong Partnerships............................................................22
Focus Area #4: Continuous Training & Development................23
SAVING Focus Area #5: Balanced Technology........................................................24
Focus Area #6: Proper Governance..............................................................25
LIVES ONE
CALL AT
A TIME.
O F F I C E O F U N I F I E D C O M M U N I C AT I O N S S T R AT E G I C P L A N ( 2 0 2 0 – 2 0 2 2 ) 3MESSAGE FROM THE DIRECTOR
OFFICE OF UNIFIED COMMUNICATIONS
GROWING STRONGER TOGETHER
Can you believe it’s been almost 5 years that Looking forward, I am particularly excited about expanding the
OUC’s reach so that we can become a more valued resource
I have had the opportunity to be your leader?!
for communities served by agencies like the Office of Disability
When I look back over the years, I realize we Rights (ODR). Deepening our partnership with the Office of the
have grown tremendously. It’s important Chief Technology Officer (OCTO) in the coming fiscal years is
for me to say “we” because I am a different another focus that will be vital as we implement the last two
phases of Next Generation 911 (NG911) and photo integration for
person and a better leader because of you.
311 services.
When I reflect on my vision for the agency, we have
The theme of our last strategic plan was “We Answer the Call,”
accomplished what I set out for us to do. In the 2017-2019
has actually become our motto for our commitment to our
Strategic Plan, we launched the Six (6) Strategic Focus Areas
daily work. The world is very different from the time when we
that I know you all are aware of because I hear them mentioned
coined that phrase as our rallying cry, yet we remain united in
during meetings, in conversations and have seen the outcomes
dedication to that same mission. As the world continues to
in our work. We should all be proud of the huge impact we have
evolve, we need to evolve with it, still united in our purpose here.
made for the residents and visitors of the District of Columbia.
For that reason, you will see that this strategic plan includes
Our customer service has shined, our workforce is engaged,
insight from employee surveys and a new section called
we’ve strengthened relationships with our partners across the
“Our Staff Voices.” As we are guided by this plan, I encourage
city and we have collectively advanced through continuous
you to continue to share your voice and participate in work
training and emerging technologies. WE DID THAT!
groups and initiatives so that our work continues to be the true
As we look together at the journey ahead, I do want to make spe- collaboration that has resulted in the successes of our past
cial note of the importance of mental and professional fiscal years together.
self-care. Accordingly, for the next few fiscal years, I am
As you read through this plan, you will notice that all of our
prioritizing the increase of professional development
initiatives are centered on training and development,
opportunities that will allow us to progress individually at
who
governance, efficiency and communications, which are all
OUC or wherever our careers might take us. Most importantly
fundamental to us achieving our personal goals and taking
though, my goal is to firmly establish a culture that
our overall performance to the next level.
demonstrates acknowledgement of both the value we have
placed on internal love for ourselves AND the work that we do for So, consider this a personal invitation from me to you to join us
we are
the residents, visitors and all stakeholders in the District. Being on the road to growing stronger, together! I so look forward to
self-compassionate first is the only way that we can what lies ahead. How about you?
truly share our best selves as public servants.
I am very proud of the great relationships we’ve developed with
our public safety and public services partners including MPD, Peace,
FEMS, HSEMA, DPW, DMV, The Mayor’s Office of the Clean City
and so many other agencies across the District.
Karima Holmes
Director
4WHO WE ARE AGENCY ORGANIZATIONAL CHART
Our Leader Our Agency
The mission of the Office of Unified Communications (OUC) is to The OUC has eight (8) divisions that report to the Office of the Director. There are nearly 400 employees across the agency
Director Holmes ascended from Communications Officer to serve as
provide accurate, professional and expedited service to the citizens that work hard on a daily basis to execute the vision of the Agency Director.
the Executive Director of PSAPs in Georgia and Texas, before
coming to DC. Here she overhauled the technical infrastructure, and visitors of The District of Columbia. Our personnel is highly
There is also an onsite Agency Fiscal Officer (AFO) that reports to the District’s Office of the Chief Financial Officer (OCFO)
platforms, and critical programs by executing a telephony upgrade, trained and serve as a vital link in the District’s emergency and
and an onsite contracting team that reports to the DC Office of Contracting and Procurement (OCP). Through both partnerships,
implementing new 911 protocols, and refreshing all 311 platforms. non-emergency realm with our local, regional and federal partners.
we remain financially solvent and compliant as we manage and secure the necessary resources for our agency.
Director Holmes maintains relationships with 30 local and federal law OUC also provides centralized, District-wide coordination and
enforcement agencies, deploys the cache of 8,000 radios for management of public safety voice radio technology and other public
National Special Security Events and supports the Secret Service and safety wireless communication systems and resources to District
OUC Director
all local presidential activities. Government agencies.
Director Holmes holds a B.A. in Criminal Justice and a Master of As the agency evolves, the OUC strives to exceed industry
Public Administration with a concentration in Homeland Security. standards, improve agency performance, and provide exemplary
She is also a certified Emergency Number Professional and is a customer service that aligns with the Washington D.C. Mayor Muriel
Registered Public Safety Leader. Bowser’s Safer, Stronger DC public safety initiative. Individuals work Office of
hard around the clock every second of every minute, every hour, every Office of Office of the Office of the Office of the Chief of Chief of Special
Office of the Office of the
the Chief 911 Chief 311 Chief of the Chief Professional Operations &
Director Holmes also serves as the Vice Chair of the Metropolitan day of the year. Our actions and commitment have proven our team Chief of Staff Information of Operations Operations Administrative Standards & General Counsel Investigations
(CoS) (OGC)
Washington Council of Governments 911 Directors Committee and Officer (CIO) (911 OPS) (311 OPS) Officer (CAO) Development (SPOI)
truly believes that “we serve as the communications gateway and (OPSD)
is DC’s state representative with National Association of State 911 lifeline to residents and visitors of the nation’s capital.”
Administrators . Recently she was appointed to the FirstNet Authority
Board where she supports the development of the nation’s first public
safety communications platform dedicated to first responders. 311
911 Emergency
Communications Radio Non-Emergency Human Resources Training
Operations Operations
Our Team
Office of the Director Office of the 311 Chief of Operations (311 OPS) Telephone Quality
Financial Applications/
Management Reporting Unit Payroll Assurance/
Infrastructure
Directs the development and overall operation of the OUC, Serves as the access point for residents and visitors requiring (TRU) Monitoring
establishes all related policies and procedures, and ensures DC government services and/or information from partner
agency alignment with the Executive Office of the Mayor (EOM). agencies.
Office of the Chief of Staff (CoS) Office of the Chief of Administrative Officer (CAO)
Responsible for assisting the Director in guiding and Provides oversight of administrative functions to include human Telecommunications Transcription
managing the overall strategic direction and success of resources, payroll and personnel management.
the Agency. Manages the Communications Team and * This is a functional organizational chart
Professional Standards and Development (OPSD)
Financial Operations Division.
Trains employees on the 311/911 Operations team and monitors
Office of the Chief Information Officer (CIO)
quality assurance and improvement of performance. Utilizes
Provides centralized, District-wide coordination and highly specialized archival systems to research files related to all
management of public safety and other city services 911 and 311 communications.
communications technology including voice radio, 911/311
telephony, computer aided dispatch (CAD) systems, Customer Office of the General Counsel (OGC)
Relationship Management (CRM), systems, and mobile data Provides legal advice and guidance to senior management and
computer (MDC) systems. manages the development of new legislation, rules and policies.
Office of the 911 Chief of Operations (911 OPS) Office of Special Operations and Investigations (SPOI)
Receives and dispatches all 911 calls as the sole Public Manages highly confidential projects on behalf of the Agency
Safety Answering Point (PSAP) in the District in addition Director, while supporting initiatives that impact core operations. OUC’s Total Operating Budget 911 calltakers and dispatchers Many 311 calltakers work
to the Telephone Reporting Unit (TRU) that which processes is over $50 million. work 12 hour shifts. 8 hour shifts.
non-emergency police reports.
6 O F F I C E O F U N I F I E D C O M M U N I C AT I O N S S T R AT E G I C P L A N ( 2 0 2 0 – 2 0 2 2 ) 7We receive over
OFFICE OF UNIFIED COMMUNICATIONS
GROWING STRONGER TOGETHER
million calls
each year including 911, 311
and other services.
We handle over
million 911 calls
each year for police, fire
our
and medical services.
We handle over partners
million 311 calls
each year for city services.
8OUR PARTNERS Our Partners
U.S. Park Police (USPP) District Agency OUC Support Services
USPP officers investigate and detain individuals suspected of
Public Safety Partnerships 311 Customer Service Partnerships
committing offenses against the United States and carry out
The Office of Unified Communications is responsible DC 311 is the access point for residents and visitors Child and Family Services Provide placement violations and
services for many notable events conducted in the national Administration (CFSA) web submissions
for managing emergency communication incidents requiring DC government services and/or information.
parks. OUC & US Park Police coordinate activities as necessary
and coordinating local, state, and federal authorities DC 311 has partnered with many DC Government Department of Transportation Provide call, web, mobile app,
for the safety of citizens in national parks.
during local, regional and national emergencies. agencies in the District to process city service requests. (DDOT) and text support
There are 39 law enforcement agencies, 11 military U.S. Capitol Police (USCP)
Department of Disability Provide call support
installations, 255 federal headquarter agencies, and The USCP safeguards the Congress, Members of Congress, Services (DDS)
107 operation centers in the national capital region. employees, visitors, and Congressional buildings and grounds
Department of Motor Vehicles Provide call, web, and mobile app
The OUC acts as the central point of contact for 911 from crime, disruption, and terrorism. OUC and US Capitol (DMV) support
law enforcement contact. Our ongoing partnerships Police coordinate activities as necessary.
allow us to harness shared information, resources, Department of Energy and Provide energy assistance call
U.S. Secret Service (USSS) Environment (DOEE) support/service requests
and technology to maximize our public safety efforts
USSS is recognized for its central role in the protection of the
in the community. Department of Aging and Manage calls after hours
nation’s leaders and the financial and critical infrastructure Community Living (DACL)
of the United States. The Secret Service contributes to the
Department of Human Call support for District residents
Metropolitan Police Department (MPD) Department of Homeland Security’s common mission of
Services (DHS) with essential human needs for
OUC and MPD work to respond to law enforcement emergency protecting the American people from harm. OUC and The food, shelter, financial assistance,
and non-emergency calls from the public. Police incidents are Secret Service coordinate activities as necessary for The and healthcare
created, dispatched and transcribed by OUC to MPD. White House or The President of the United States. DC Health Provide call, web, and mobile app
support
Fire and Emergency Medical Services (FEMS) Federal Bureau of Investigation (FBI)
Department of Public Works Provide call, web, and mobile app
OUC and FEMS work cooperatively to respond to requests for The FBI is the lead agency for intelligence, counter-terrorism (DPW) support
fire and medical services. OUC processes calls and dispatches and federal criminal violations. The agency’s mission is to
Fire and Emergency Medical Provide IVR pass through and
appropriate FEMS units to fire and medical emergencies protect the American people and uphold the Constitution of Services (FEMS) requests available online and
throughout the District. the United States. OUC and the FBI coordinate activities as web
necessary to protect the citizens in Washington, DC. Department of Youth Provide placement violations via
American Medical Response (AMR) Rehabilitation Services (DYRS) online
OUC, FEMS, and AMR work cooperatively to respond to requests Federal Emergency Management Agency (FEMA)
Office of Risk Management Provide call, web, and mobile app
for low priority medical services. OUC processes calls and FEMA’s mission is to support our citizens and first responders (ORM) support
dispatches appropriate FEMS units to a given location. For to ensure that as a nation we work together to build, sustain
all low priority medical calls for service, AMR is dispatched to and improve our capability to prepare for, protect against, Department of Consumer and Provide call, web and mobile app
Regulatory Affairs (DCRA) support for vacant property and
the location for the transport. respond to, recover from and mitigate all hazards. OUC abatement
supports HSEMA to assist with emergency management. Ra- Department of General Provide call, web, mobile app
Homeland Security and Emergency Management
dio Service Partnerships Services (DGS) and text support for DC
(HSEMA) Facilities Landscaping and
The OUC is the agency within the executive branch of the Grounds maintenance
During major emergencies and large scale events the Office
Department of For-Hire Provide call, web, mobile app
of Unified Communications provides centralized regional
Vehicles (DFHV) and text support for Lost/Found
coordination and communications alongside DC HSEMA. claims and discriminatory
concerns
Mayor’s Office of the Clean City Provide call, web, mobile app
(MOCC) and text support for Pet Waste
concerns and participate in
community events
10 O F F I C E O F U N I F I E D C O M M U N I C AT I O N S S T R AT E G I C P L A N ( 2 0 2 0 – 2 0 2 2 ) 11Our Partners Our Partners
Agencies with Access to Citywide Radio System National Emergency Number Association (NENA)
Radio Service Partnerships National & Regional Industry NENA serves the public safety community as the only
Metropolitan Police Department Partnerships professional organization solely focused on 9-1-1 policy,
The OUC is the agency within the executive branch
The OUC is very proud to have national and regional technology, operations, and education issues. With more
of the Government of the District of Columbia that DC Fire and Emergency Medical Service Department
partners that provide access to policies and than 7,000 members in 48 chapters across North America
controls and manages the District’s Citywide Radio District of Columbia Public Library
information that broadens our employees industry and around the globe, NENA promotes the implementation
System. The OUC provides primary emergency and
University of the District of Columbia knowledge. Throughout the year, our partners and awareness of 9-1-1 and international three-digit
non-emergency communication services to the
hosts conferences, and offer trainings/certification emergency communications systems.
District of Columbia Public Schools
District agencies and other local, state, and federal
programs that gives our staff the competitive edge
entities within the Washington Metropolitan region. District of Columbia Housing Authority Public Safety and Homeland Security Bureau (PSHSB)
for career advancement.
We are also part of the National Capital Region Department of Behavioral Health The FCC’s Public Safety & Homeland Security Bureau
(NCR) radio cache, which gets deployed at large (PSHSB) advises, makes recommendations to, or acts for
Department of For-Hire Vehicles
scale events like the inauguration, state funerals, the Commission under delegated authority, in all matters
APCO International (APCO)
Department of Aging and Community Living pertaining to public safety, homeland security, national
The Association of Public-Safety Communications Officials
Department of Human Services security, emergency management and preparedness, disaster
(APCO) is an international leader committed to providing
management, and ancillary operations. PSHSB develops,
Office of the Chief Medical Examiner complete public safety communications expertise, professional
recommends, and administers the agency’s policies and
Serve DC development, technical assistance, advocacy and outreach to
rules to advance the security and reliability of the nation’s
benefit its members and the public.
United States Secret Service communications infrastructure as well as its public safety
United States Capitol Police Industry Council for Emergency Response Technologies and emergency response capabilities.
(iCERT)
Council of Government Public Safety Communication Members
iCERT represents the best of the emergency communications Metropolitan Washington Council of Government (COG)
Homeland Security Emergency Management Agency industry, advocating for enhanced funding for emergency The Metropolitan Washington Council of Governments (COG)
calling, bringing leaders together to share visions of a safer, is an independent, nonprofit association, with a membership
DC Water
more secure world through better communications, and of 300 elected officials from 24 local governments, the
District Department of Transportation Maryland and Virginia state legislatures, and U.S. Congress.
studying the emergency communications arena and sharing
Department of Youth Rehabilitation Services expertise with other stakeholders. iCERT’s committees and COG connects leaders across borders to help shape strong
key-issue working groups provide excellent avenues for communities and a better region. Every month, more than
Department of Corrections
engagement and industry-wide impactful leadership and a thousand officials and experts come to COG to make
Department of General Services
contributions to the cause of advancing emergency calling connections, share information, and develop solutions to
Department of Public Works the region’s major challenges.
and communications technologies.
Department of Parks and Recreations
National Association of State 9-1-1 Administrators NG911 Institute (NG9-1-1)
Alcoholic Beverage Regulation Administration The NG9-1-1 Institute is a not-for-profit 501(c)(3) organization
(NASNA)
Department of Health The National Association of State 911 Administrators (NASNA) that works with the Congressional NextGen 9-1-1 Caucus to
is the voice of the states on public policy issues impacting 911. promote deployment of advanced and effective 9-1-1 and Next
Office of the Chief Technology Officer
State 911 leaders’ expertise can assist industry associations, Generation 9-1-1 (collectively, NG9-1-1) services throughout the
Department of Consumer and Regulatory Affairs
public policymakers, the private sector, and emergency nation. Its national members are dedicated to advancing
Federal Bureau of Investigation communications professionals at all levels of government NG9-1-1 services. Members include public safety officials,
United States Marshals Service as they address complex issues surrounding the evolution telecommunication and industry professionals, policy makers,
of emergency communications. State 911 program academia, and concerned citizens.
United States Mint Police
administrators are the core membership of NASNA.
12 O F F I C E O F U N I F I E D C O M M U N I C AT I O N S S T R AT E G I C P L A N ( 2 0 2 0 – 2 0 2 2 ) 13OFFICE OF UNIFIED COMMUNICATIONS
GROWING STRONGER TOGETHER
i‘m forever
grateful
to be part
of this
unwavering
agency. we are
a major
staple in
this city.
we do our
important work
for our past success
citizens.
14Our Past Success
Accomplishments
Focus Area #1 Focus Area #4
Qualified & Engaged Staff Continuous Training & Development
2017-2019
• L.E.A.P. Participants (DOES) • Continuous Dispatcher Training
Strategic Plan Success Story
(75% of 84 Initiatives completed) Completion Rates • District Leadership Program (DCHR) • Refresher Trainings
by Focus Area
• Community Partnerships (Colleges/Universities) • Management Trainings
• OUC Detail Program • Performance Management
The OUC’s Strategic Plan is a document that • State of the Agency • District Government Certifications
73%
• Employee Recognition Programs • Emergency Management Certifications
captures the Director’s vision for the agency. Qualified & • Community Action Team (CAT) • Professional Certifications
The plan includes initiatives and projects Engaged Staff • Annual Events (CS Week/NPSTW/Spooky) • MPD Multi-Disciplinary Trainings
15 Initiatives complete
that will help move the agency forward and • OUC Staff Retreats • FEMS Multi-Disciplinary Trainings
• Strategic Plan Roadshow • Radio Users Trainings
develop our employees. In 2017, we laid the
73%
• OUC Intranet
foundation with a two-year strategic plan Customer
Service
that has paved the way for our newest plan.
& Citizen complete
As you read through this document, take Engagement
Focus Area #2 Focus Area #5
a peek at what we accomplished and 11 Initiatives Customer Service & Citizen Engagement Balanced Technology
implemented across the agency and what • TRU Team joined 911OPS • NG911 Migration- ICC Phones
100%
is on the horizon through Fiscal Year 2022. Strong
• Improve 311/911 Quality Assurance Efforts • Improved 311 Social Media Presences
• Implement Integrated Communications Plan • Improved 311 Website
Partnerships
• Create Crisis Communications Plan • Enhanced 311 Mobile App & Text Capabilities
3 Things to keep in mind: 12 Initiatives complete • Launch Citizen Awareness Campaigns for • Improved 311 Photo Integration for Quality Assurance
311/911 Services • Voice Enhancements (IVR)
1. In 2017-2019, we fully implemented projects by a certain date.
• Expand 311 Services to additional District Agencies
65%
Most of those projects support the core operation of OUC and
Continuous • Increase National Presence of 311 Services and
are visible like Criteria-Based Dispatch (CBD), 311’s Website, Certifications
Training &
OUC’s Intranet, Rave Panic Button App, and the ICC Phone • Increase Citizen Awareness and Access to 311 Services
Development complete Focus Area #6
System. Moving forward, these projects will be monitored for 17 Initiatives
enhancements, maintenance, and upgrades. Proper Governance
Focus Area #3 • Updated Policies & Procedures
75%
2. In 2017-2019 there were initiatives that were a priority for
the agency. They are now part of our daily operations and will
Balanced Strong Partnerships • Extended Collective Bargaining Agreement (CBA)
Technology • OUC Leave Policy Enforcement
be monitored by each division. Most of those initiatives • Capital Project Management
8 Initiatives
complete • Involvement in OCA’s 311 Working Group
positively impacted morale, team building, partnerships, • Launch OUC/FEMS Communications Task Force • 911 Revenue Fund Enhancement
and communications. • Launch OUC/MPD Communications Task Force • Citywide Radio Usage MOU
• Host OUC & MPD/FEMS Meet & Greets • CBE/SBE Compliance & Reporting
62%
3. Now that these projects and initiatives are part of our daily • Assist FEMS with Atrus AED/Pulsepoint App • Quickbase Complaint Monitoring & Reporting
Proper • OUC Annual Report
operations, we will not include them in the 2020-2022 Strategic • CBD/NTL Integration
Governance • Nurse Triage Line Call Data Reporting
Plan. However, the few initiatives that were not implemented complete • Smart Facility Registration (DC Agencies)
21 Initiatives
will be integrated and monitored for success. • Rave Panic Button App Deployment • Smart911 Registration & Usage Report
• Multi-Agency Emergency Response Plan (ERPs) • PulsePoint Registration and Usage Report
• Multi-Agency Tabletop Exercises • Rave Facility/Panic Button Registration & Usage Report
• Showcase OUC Employees & Programs
• Participate in NENA, APCO, NCR, and other public
safety groups and conferences
16 17Our Past Success
OFFICE OF UNIFIED COMMUNICATIONS
GROWING STRONGER TOGETHER
SWOT Analysis
As you read through the upcoming plan, you may wonder what The theme of our prior strategic plan, “We Answer the Call,” has
the differences are between this strategic plan and the plan given us pride in our daily work, and has morphed into the way
we JUST finished. Since we are continuously fine tuning our we communicate all things OUC. That is proof that our strategic
operations, we want to make certain that the Director’s vision plan is more than words on paper. As we implement the next
drives our employee’s professional goals and objectives. We plan, the Chief of Staff will monitor the progress of all initiatives
aligned ourselves with the Washington D.C. Mayor Muriel and will work in partnership with each division to execute the
Bowser’s Safer, Stronger DC public safety initiative., included initiatives.
employees’ ideas, researched best practices, and assessed our
strengths and weaknesses to develop initiatives that will move As we work to develop ourselves and bring awareness to
us forward. the great work that we do, we ask that you continue to have
the “Team OUC” pride and commit to “Growing Stronger,
Together!” Executing the vision of the Director is our top priority
and achieving our goals is the best pathway to success.
Strength (Internal) Weaknesses (Internal)
• Fiscal Responsibility • Policy Enforcement
• Positive Agency Reputation • Internal Communications
• Employee Engagement & Training • Standard Operating Procedures
(SOPs)
• Advanced Technology &
Redundancies
OUC
Strengths
OUC
Weaknesses
our
OUC OUC
strategic plan
2020-2022
Threats Opportunities
Threats (External) Opportunities (External)
• Global Crisis Non-Traditional Partnerships
• Decreased Revenue & Funding Crisis Management & Awareness
• Telecommunications Demands Enhanced Technology for Residents
18FOCUS AREA #1 FOCUS AREA #2
Qualified & Engaged Staff Customer Service & Citizen Engagement
Strategic Goal Strategic Goal
Expand resources to attract and hire the most qualified personnel, Empower employees to take pride in providing great customer service
while engaging current employees in ways that create excitement while engaging with others.
through information sharing.
Objective Agency Performance & Engagement Objective Customer Service Standards
• Host KPI & Strategic Plan Performance Roundtables • Improve Radio Communications Protocol
• Support Office of the City Administrator’s Employee 311 App Initiative • Implement Mayoral Customer Service Standards
• Standardize 311 Social Media Protocols
Objective Agencywide Communications
Objective Community Engagement
• Improve Communication Channels between Managers and Staff
• Ensure Employees are Knowledgeable OUC Happenings • Increase Community Engagement among 311 & 911 Management Teams
Create and maintain a highly efficient, transparent, and responsive District government.
HR MANAGEMENT Provide efficient, professional, and cost-effective responses
to interactions initiated through
311 PLATFORMS
Average number Percent of eligible employees Percent of eligible employees
of days to completing and finalizing a completing and finalizing a
FILL A PERFORMANCE PERFORMANCE
VACANCY PLAN EVALUATION
from job posting to in in
offer acceptance PeopleSoft PeopleSoft
Percent of 311 calls answered by Percent of 311 calls handled by
a live agent in 90 seconds or less. a live agent in 4 minutes or less.
20 O F F I C E O F U N I F I E D C O M M U N I C AT I O N S S T R AT E G I C P L A N ( 2 0 2 0 – 2 0 2 2 ) 21FOCUS AREA #3 FOCUS AREA #4
Strong Partnerships Continuous Training & Development
Strategic Goal Strategic Goal
Strengthen partnerships with District agencies and community Offer training opportunities that will increase employee job knowledge
organizations that support the mission of the Office of Unified and improve agency performance.
Communications.
Objective Public Safety Objective Career Advancement
• Improve relationship with DC’s Homeland Security & Emergency Management Agency • Broaden Employee Professional Development Opportunities
(HSEMA) • Increase Number of Employees that Receive Certifications
• Enhance partnerships with agencies within the Deputy Mayor for Public Safety and • Expand internal career paths for OUC employees
Justice (DMPSJ) cluster • Revamp Certified Training Officer (CTO) Program
• Strengthen National Capital Region (NCR) public safety partnerships • Launch Director’s Executive Leadership Mentorship Program
Objective Deputy Mayor Clusters Objective Training & Development
Expand partnerships and build new relationships with agencies in the following clusters: • Create OUC Development Tracks by Discipline (IT/Management/Training/Executive)
• The Deputy Mayor for Education (DME) • Cross-train Operational Supervisors on Core Functions
• The Deputy Mayor for Health & Human Services (DMHHS) • Ensure OPSD Team is cross-trained to deliver 311/911 Training Material
• The Deputy Mayor for Operations and Infrastructure (DMOI) • Create Trainings that Enhance Critical Skills (311/911 OPS)
• The Deputy Mayor for Planning & Economic Development (DMPED) • Implement Multi-Disciplinary Skillset Training
• Internal Services (IS) • Host Divisional Open Houses/Roadshows (mini-EDP)
Objective Community Organizations
Objective Agency Training Institute & Academies
• Support NAGE Events & Programs (CISM/LMPC Forums)
• Secure Agency APCO P33 Certification
• Launch OUC Information Technology Academy
• Launch OUC Mini-Academy for Tenured Employees
• Design Internal Basic Academies for Calltakers & Dispatchers
22 O F F I C E O F U N I F I E D C O M M U N I C AT I O N S S T R AT E G I C P L A N ( 2 0 2 0 – 2 0 2 2 ) 23Focus Area #5 Focus Area #6
Balanced Technology Proper Governance
Strategic Goal Strategic Goal
Ensure the appropriate resources are available to streamline operations Assure that the Office of Unified Communications has policies
and enhance technology for core services provided by the agency. and procedures that govern operations, performance and fiscal
management.
Objective Standardization and Automation Objective Policy Development
• Create IT Equipment Policy
• Implement Employee Ticket Management System
• Update Language Access Policy
• Identify New Workforce Management System
• Develop Data Governance Policy
• Automate Onboarding/Offboarding Process
• Create Media Policy
• Implement Divisional Paperless Workflow Systems
• Create Agency Telework Policy
Objective Operational Enhancements & Integration Objective Compliance
• Implement Phase IV of NG911 • Host Joint Roundtable: Proposing/Deciding Officials
• THOR Standalone Readiness • Conduct Joint- UCC Building Assessment for Emergency Response Plan
• Enhance Learning Management System • Launch Risk Assessment Council Committee (RACC; Office of Risk Management)
• Secure Technology for Remote Environments • Standardize 311/911 Quality Assurance Benchmarks
• Improve Telephone Reporting Unit (TRU) Non-Emergency Call Processing • Develop OUC Crisis Management Plan
Objective Monitoring & Governance
Provide state-of-the-art emergency and non-emergency communication
with Information Technology • Conduct ERP Emergency Drills & Exercises (UCC/PSCC)
• Standardize Records Retention Monitoring & Management
• Update and Develop Agencywide Standard Operating Procedures (SOPs)
• Research 911 Legislations
• Standardize Agency Complaints Process & Reporting
• Standardize Agency Investigative Process
• Monitor Overtime Spending & Management
Mobile Data Terminal repairs Radio equipment repairs • Implement Quality Assurance Dispatch Protocol
in 24 Hours or Less. in 24 Hours or Less.
24 O F F I C E O F U N I F I E D C O M M U N I C AT I O N S S T R AT E G I C P L A N ( 2 0 2 0 – 2 0 2 2 ) 25OFFICE OF UNIFIED COMMUNICATIONS
GROWING STRONGER TOGETHER
i am impressed
BY how the
ouc employees
reach out to
the community.
we have a
great director
and we serve
the public.
we are
the ears
until the
our
eyes timeline
arrive.
26Our Timeline Our Timeline
Fiscal Year 2020 1st Quarter Fiscal Year 2020 2nd Quarter
(October 2019–December 2019) (January 2020–March 2020)
Qualified & Customer Service & Strong Continuous Training Balanced Proper Qualified & Customer Service & Strong Continuous Training Balanced Proper
Engaged Staff Citizen Engagement Partnerships & Development Technology Governance Engaged Staff Citizen Engagement Partnerships & Development Technology Governance
Ensure Employees Increase DC Homeland Broaden Employee Monitor Overtime Assistant City
are Knowledgeable Community Security & Professional Spending & Administrator/
of OUC Happenings Engagement with Emergency Development Management Internal Services
311/911 Management Management Opportunities (IS) Agencies
Teams (HSEMA)
NAGE Events/
Programs
Fiscal Year 2020 3rd Quarter Fiscal Year 2020 4th Quarter
(April 2020–June 2020) (July 2020–September 2020)
Qualified & Customer Service & Strong Continuous Training Balanced Proper Qualified & Customer Service & Strong Continuous Training Balanced Proper
Engaged Staff Citizen Engagement Partnerships & Development Technology Governance Engaged Staff Citizen Engagement Partnerships & Development Technology Governance
Deputy Mayor Standardize 311 Deputy Mayor for Launch Director’s Secure Technology Standardize
for Operations Social Media Public Safety and Executive Leader- for Remote Records Retention
and Infrastructure Protocols Justice (DMPSJ) ship Mentorship Environments Monitoring &
(DMOI) Agencies Agencies Program Management
Create Media Policy
Update Language
Access Policy
Create Agency
Telework Policy
28 O F F I C E O F U N I F I E D C O M M U N I C AT I O N S S T R AT E G I C P L A N ( 2 0 2 0 – 2 0 2 2 ) 29Our Timeline Our Timeline
Fiscal Year 2021 1st Quarter Fiscal Year 2021 2nd Quarter
(October 2020–December 2020) (January 2021–March 2021)
Qualified & Customer Service & Strong Continuous Training Balanced Proper Qualified & Customer Service & Strong Continuous Training Balanced Proper
Engaged Staff Citizen Engagement Partnerships & Development Technology Governance Engaged Staff Citizen Engagement Partnerships & Development Technology Governance
Support Office of the National Capital Expand internal Implement Host Joint Round- KPI/Strategic Plan Implement Design Internal Implement Phase Standardize
City Administrator’s Region (NCR) Public career paths for Employee Ticket table: Proposing/ Roundtables Mayoral Customer Basic Academies IV of NG911 Agency
Employee 311 App Safety Partnerships Employees Management Deciding Officials•- Service Standards for Calltakers & Complaints
Initiative Implement
Automate Dispatchers Process &
Standardize Divisional Paperless
Onboarding/ Reporting
Agency Investiga- Revamp Certified Workflow Systems
Offboarding tion Process Training Officer
Enhance Learning
Process (CTO) Program
Create IT Management
Equipment Policy Ensure OPSD Team System
is Cross-Trained
Develop OUC’s
to Deliver 311/911
Crisis Training Material
Management Plan
Fiscal Year 2021 3rd Quarter Fiscal Year 2021 4th Quarter
(April 2021–June 2021) (July 2021–September 2021)
Qualified & Customer Service & Strong Continuous Training Balanced Proper Qualified & Customer Service & Strong Continuous Training Balanced Proper
Engaged Staff Citizen Engagement Partnerships & Development Technology Governance Engaged Staff Citizen Engagement Partnerships & Development Technology Governance
Improve 911 Radio Implement Implement Quality Improve Create OUC Identify New Standardize 311/911
Communications Multi-Disciplinary Assurance Communications: Development Tracks Workforce Quality Assurance
Protocol Skillset Trainings Dispatch Protocol Managers/Staff by Discipline Management System Benchmarks)
Research 911 Increase Number of Implement Phase V of
Legislation Employees that Receive NG911
Certifications
Create Trainings that
Enhance Critical Skills
(311/911 Operations)
Launch OUC IT
Academy
Launch Mini-Academy
for Tenured Employees
30 O F F I C E O F U N I F I E D C O M M U N I C AT I O N S S T R AT E G I C P L A N ( 2 0 2 0 – 2 0 2 2 ) 31Our Timeline Our Timeline
Fiscal Year 2022 1st Quarter Fiscal Year 2022 2nd Quarter
(October 2021–December 2021) (January 2022–March 2022)
Qualified & Customer Service & Strong Continuous Training Balanced Proper Qualified & Customer Service & Strong Continuous Training Balanced Proper
Engaged Staff Citizen Engagement Partnerships & Development Technology Governance Engaged Staff Citizen Engagement Partnerships & Development Technology Governance
Cross Train Improve Telephone Develop Data Deputy Mayor for Secure Agency Conduct Joint-
Operational Reporting Unit (TRU) Governance Policy Planning and P33 Certification UCC Building
Supervisors of Non-Emergency Call Economic Assessments
Core Functions Processing Development for Emergency
(DMPED) Agencies Response Plan
Conduct ERP
Emergency Drills
& Exercises (UCC/
PSCC
Fiscal Year 2022 3rd Quarter Fiscal Year 2022 4th Quarter
(April 2022–June 2022) (July 2022–September 2022)
Qualified & Customer Service & Strong Continuous Training Balanced Proper Qualified & Customer Service & Strong Continuous Training Balanced Proper
Engaged Staff Citizen Engagement Partnerships & Development Technology Governance Engaged Staff Citizen Engagement Partnerships & Development Technology Governance
Deputy Mayor of Launch ORM’s Deputy Mayor for Host Divisional THOR Standalone Update/Develop
Health and Human Risk Assessment Education (DME) Open Houses Readiness Agencies Standard
Services (DMHHS) Council Committee Agencies (mini-EDP) Operating
agencies (RACC) Procedures (SOPs)
32 O F F I C E O F U N I F I E D C O M M U N I C AT I O N S S T R AT E G I C P L A N ( 2 0 2 0 – 2 0 2 2 ) 33Our Timeline
OFFICE OF UNIFIED COMMUNICATIONS
GROWING STRONGER TOGETHER
Believe it or not, soon it will be time to plan Can you think of anything else you'd like us to put in place at
OUC? If so, be sure you share your ideas with your leadership
for what OUC will accomplish by September
team and participate at our events. We are constantly looking
2023. It sounds like it is far away, but based for feedback whether in writing or just responding to our live
on the way we accomplish our goals, we'll be
our
polls and surveys. Your voice truly matters.
there before we know. Let's start laying the
Always remember, you make us who we are today! Stay
foundation, together.
encouraged and continue to smile bright as we answer the call!
It starts with a passing thought or whatever you may
staff voices
desire. Imagine having a newly renovated Public Safety
Communications Center (PSCC) or having a completely
paperless scheduling system across the agency. What about
having legislation that governs callers that may be abusing
our call center??!!! Maybe even recreational activities in the
breakroom?
,
WE handle over calls a DAY!
34We want to make sure employees are fully
engaged in the OUC. What will work best?
better communication of information
from my managers/supervisors. 12% our building
feels like
4%
share knowledge and information
between teams in my division.
home away
Creative ways to learn about
other ouc divisions. 9% from home.
all the above
76%
Have you downloaded the DC-311 App?
yes 21%
no
74%
not interested
5%
ouc reaches
Is it time to replace our agency tagline the younger
“We Answer the Call”?
generation in
No, we love it! 49% a postive way.
yes, it is stale
21%
maybe next go round
30%
36 O F F I C E O F U N I F I E D C O M M U N I C AT I O N S S T R AT E G I C P L A N ( 2 0 2 0 – 2 0 2 2 ) 37I love
we are
serving the
the behind
community
the scene foot
and visitors
of our
soldiers.
great city.
we are
growing
stronger
together.
38 O F F I C E O F U N I F I E D C O M M U N I C AT I O N S S T R AT E G I C P L A N ( 2 0 2 0 – 2 0 2 2 ) 39UNITING & EVOLVING
together
Office of Unified Communications (OUC)
2720 Martin Luther King, Jr. Avenue, SE
Washington, DC 20032
Phone: (202) 730-0524
Fax: (202) 730-0514
Alternate Number: 3-1-1 (outside DC: (202) 737-4404)
Email: director.ouc@dc.gov
www.ouc.dc.gov
facebook.com/OUCDC
twitter.com/OUC_DC
instagram.com/OUCDC
twitter.com/311DCGov
Linkedin.com/OUCDCYou can also read
