City Council Work Session April 28, Customer Relationship Management

Transcription

1 City Council Work Session April 28, 2015 Customer Relationship Management

2 Emergency and Non- Emergency Calls

3 Emergency Call Flow Call received by Call-take 2 Call entered by Call-take and sent to Dispatcher 3 Dispatcher assigns appropriate units!

4 9-1-1 calls may be routed to one or all three agencies simultaneously Police Dispatcher 911 Call-taker Fire/EMS Dispatcher Ambulance Dispatcher 911 Caller

5 FY Calls (Day of Week by Hour) 4,500 4,000 3,500 3,000 2,500 2,000 1,500 Sunday Monday Tuesday Wednesday Thursday Friday Saturday 1,

6 FY2014 Call Center Activity NCIC/TCIC Transactions 1,424,070 Police Teleserve Calls Processed 11,017 Police Calls Dispatched 333,999 Call-take 427,837 Calls Received EMS Calls Dispatched 48,879 Fire Calls Dispatched 42,099

7 FY Center Calls Calls Received 10-Digit Calls Received** Panic, Holdup, Residential, Commercial alarms Fire Alarms Medical Alarms 340,949 86,888 21,021 2, * All abandoned calls are called back and processed ** Also includes roll over calls *** Alarm companies must call 10-digit line for Police, Fire and Medical alarms

8 911 - Monthly Call Volume

9 911 Call Abandonment Rate

10 Dispatch Center Calls FY2014 *9-1-1 call line volume: 79.69% of total calls received The trunks are programmed to overflow to the ten digit lines making true ten digit call volume unavailable. *Ten digit call line volume: 20.31% of total calls received Of the ten digit calls 24.19% were emergency calls received from alarm companies* FY % of total calls received were from cell phones * Does not include subsequent calls made by alarm companies. Many alarms result a minimum of two to three calls from the alarm company

11 Non- Emergency Call Flow Two reporting methods: B PHONE CALL A CITIZEN ACTION REQUEST FORM (CARF) ACTION CENTER AGENT RESEARCHES ISSUE (Amanda/Incode/Enquesta) providing appropriate assistance that may include entering a departmental work order for further investigation REVIEW & RELAY Agent reviews status of complaint relaying outcome to citizen CARF ROUTING CARF routed to appropriate area to be addressed via Amanda/Carte Graph ACTION OWNER NOTIFIED ISSUE ADDRESSED/RESOLVED Action owner updates complaint status

12 Call Volume and Abandonment Rate

13 Total Calls Action Center and Other 10- digit calls answered by 9-1-1, 62,022 Action Center calls, 218, calls, 340,949

14 9-1-1/Dispatch and Action Center Call Centers 9-1-1/Dispatch Action Center Rate of pay T6 - $17.02/hour A6 $16.23/hour Certifications 6 separate certifications None Initial training hours hours hours Annual training hours 68 hours 10 hours Sensitive data handled Yes arrest and officer info Yes court case and water account info Pre-employment screen Criminal check, fingerprinting, polygraph, psych exam, drug test and physical exam Standard criminal background check Hours of operation 24/7 8 am 6 pm, Monday Friday Call types answered emergency, dispatch for Fire/EMS and Police Animals, Code, Court, Water, General

15 Emergency and Non- Emergency Call Challenges

16 911/Dispatch - Consultant Review and Findings

17 Summary of Matrix Findings Finding Police Dispatch is understaffed. (p.49) Recommendation Authorize an additional five Telecommunicator positions to staff the Police Dispatch function, bringing the total dispatch staff to 41 Telecommunicators. Fire Dispatch has appropriate authorized staffing levels. (p.49) Continue to staff Fire Dispatch with a minimum of two Telecommunicators each shift. The Calltaker area has appropriate current authorized staffing levels. (p.54) Continue to authorize 40 Telecommunicators to staff the Calltaker function in the 911 Center. Dispatcher staffing is appropriately deployed. (p. 55) Deploy dispatch teams to work consoles consistent with current deployment strategies.

18 Summary of Matrix Findings Finding The salary savings provision and 1% budget reduction from overtime are negatively impacting 911 Center staffing levels. (p.56) Recommendation Discontinue the practice of applying the salary savings provision and ongoing 1% budget reduction to the 911 Center staff. Administrative positions are appropriately staffed. (p.59) Continue to authorize one administrator and 3 managers for Dispatch Services. The number of Dispatch Supervisors is appropriate. (p.60) Continue to authorize 13 Supervisors for Dispatch Operations. Assigning subordinate personnel to the supervisors in a team concept is working well. (p.60) Dispatch Services requires dedicated training and quality assurance personnel. (p. 64) Continue to assign Dispatch/Operations Supervisors to the 5/8-work schedule. Authorize one Training Supervisor position. Authorize four Training Assistant positions in Dispatch Services to conduct new and ongoing training, perform EMD, Fire and Police quality assurance, and assist with special event staffing and providing public education in the City.

19 Summary of Matrix Findings Finding Administrative support functions are not properly staffed. (p.65) The Technology needs of Dispatch Services are not adequately staffed. (p.78) Recommendation Authorize two full time administrative support positions for Dispatch Services to handle open records and clerical support duties. Authorize two information Technology personnel to perform needed maintenance and repair including computer hardware and software, servers and network hardware/infrastructure within the Center. Authorize two full time CAD/GIS positions to support the CAD/GIS technology functions, which are specific to Public Safety. The dispatch center is performing technical services for items not typically handled by dispatch centers. (p. 78) While still assisting with trouble shooting, the Center should divest itself from the repair and maintenance of mobile data equipment. This function, which is not considered a direct function of the Center s operation, should be outsourced as a part of radio systems or other IT repair and maintenance functions.

20 Summary of Matrix Findings Finding Implementing NG 911 will require new policies and a strong public education program, but staffing implications are unknown. (p. 84) Recommendation Implement policies and procedures; training programs; public education; pre-written (canned) responses to text messages; and accurately measure traffic increases and call completion times to support any additional staffing needed.

21 Matrix Recommendations vs. - Department suggested adjustments: Matrix Recommendations 15 Full Time Employees Department Requests 10 Full Time Employees 4 Technology Personnel 2 Technology Personnel 3 Training Assistants 3 Training Assistants 1 Training Supervisor 2 Administrative Personnel 5 Telecommunicators 2 Administrative Personnel 3 Telecommunicators Eliminate Vacancy Savings Calculation (24 Hour Ops)

22 Reduce the Recommendation by 62% Projected Overtime Savings -- $ 232, Budget Request Modified Reoccurring total $ 363,317.00

23 Action Center Challenges Recorded options disliked because of impersonal nature Inconsistent customer feedback loop Callers limited understanding of work flow processes (ie: length of time to remediate tall weeds and grass) Only two options for residents to communicate concerns or comments (call and online) Reluctance to leave voic during times of heavy call volumes Keeping up with private sector communication options

24 Future of Emergency Customer Contacts

25 Next-Gen 911 * must be fast, reliable, and consistent Seconds Count Text-to-911 concept ---? Concerns about implementing technology without a national standard or funding source Expressed concerns to the FCC no supportive response Adds a level of complexity not fully known Language concerns Abbreviation interpretation Determining urgency Spelling error impacts Prank texts Identification of caller/text Errors will increase in local PSAPs Demand will likely be exponential 1980 s land lines, 1990 s land lines/cell phones, 2000 s Cell phones/land lines Number and costs of additional personnel to support new business model Cost of equipment, software, and training Expectation the local taxpayers are to pay for the service (unfunded mandate from FCC) Digital Technologies may be an opportunity for the Action Center

26 Future of Non- Emergency Customer Contacts

27 3-1-1 Call Centers

28 3-1-1 Relief of City of Arlington audit cited Dallas as reducing the Dallas annual call increase by 50% NYC311 is credited with reducing annual calls by 4 million between 2003 and study of Baltimore 311 system (Managing Calls to the Police with 911/311 Systems) showed a 34% total reduction in calls to 911

29 3-1-1 History in Arlington Previously investigated for Arlington 1999 cost prohibitive 2004 concern with Dallas also launching cost of investigating solution was prohibitive Regional implementation Dallas implemented since 2004 Fort Worth implementing Garland investigating General purposes relief Increase government accessibility Gather data Customer service innovations

30 3-1-1 Challenges Costs (Source Pew Research, 2010) City or County First Year Start Up Cost Per Call Charlotte/Mecklenberg $4,600,000 $4.37 Chicago $5,300,000 $1.15 Dallas NA $3.72 Denver $3,700,000 $3.39 Houston $4,500,000 $2.22 Los Angeles $4,900,000 $2.69 Miami-Dade $6,100,000 $4.30 New York $29,800,000 $2.57 San Antonio $9,200,000 $3.15 Median $4,600,000 $3.39 Arlington Current Cost Per Call - $2.67

31 3-1-1 Call Center Trends Adjustments to staffing and operating hours Only New York and Chicago are still 24/7 operations Dallas adjusted 24/7 operations Self-service contact options Communication moving to paths other than traditional voice over telephone

32 Smartphone Trends (Source -

33 Contact Center Future Call centers are becoming contact centers

34 Contact Center Future Customer history used to customize contact & possibly eliminate interactive voice recording options Customer contact information details Previous contacts Customer Open concerns Communications from City

35 Contact Center Future Identity verification through smart phones voice and thumbprint

36 Contact Center Future Cloud based technologies and virtual office based agents

37 Contact Center Future Pro-active communication with customer when problems are detected through Internet of Things

38 Action Center Future Opportunities Supported by Shoretel Web Chat Text New Opportunities App Social Media Customer Relationship Management System

39 Action Center Future: Self-Service Options - App Current Self-Service Industry Standard Self- Service Self- Service, 1% Self-Service 20% Calls, 99% Calls 80%

40 Action Center Future: Self-Service Options - App

41 Action Center Future: Social Media Options - Answering

42 Action Center Future: Social Media Options Key Word Alerts

43 Action Center Future: Communication Improvement Options Customer Relationship Management Data Usage Complete customer feedback loop

44 Action Center Future: Communication Improvement Options Customer Relationship Management Data Usage Comprehensive customer relationship management Real time analytics Pulse of community Predictive technology Pro-active resident engagement

45 Action Center Future: Communication Improvement Options Customer Relationship Management Data Usage Data used to predict and prevent problems

46 Next Steps April 2015 Initial review of options by Council Spring Development of Budget proposals May 2015 FY16 Budget proposal process begins August 2015 Council receives budget September 2015 Public hearings and Council work on budget

47 Discussion