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Home My WebLink AboutItem #01 - PresentationCity of Miami Policy and Priority Workshop July 15, 2002 Proposed New Initiatives "Efficiency, Accountability & Customer Service" Overview Proposed New Initiatives .� Capital Improvement Program Office ("CIP") .� Customer Relationship Management through a Customer Service Request System - 3 -1- 1 Call. Center- "One Call for All" �- Citi-Stat-Baltim-ore's Real. -Time Performance Management Tool City of Miami CIP Office (proposed) A Centralized and Strategic Approach. through. Organizational Reorganization . Customer Relationship Management .�s CRM has been primarily a private sector initiative .�s Darwin Magazine: "CRM market will more than double its current $ 1 1 billion figure by 200311 Customer Relationship Management z Government has been reluctant to embrace CRM .e� Barriers: Bureaucracy, technology, acceptance Customer Relationship Management z Proposal: Implement a Customer Service Request System "CSR" z Cities leading the way with CSR: Baltimore, Dallas, Houston, San Jose, Austin z Baltimore's CSR "CitiTrack": used. in conjunction with. Ciefi.Stat Customer Relationship Management Benefits -Unified process for handling service requests - Improves Customer Service - Improves productivity - Faster responses - Effective Management Tool: produce reports showing trends and response bines by request Customer Relationship Management .�s Benefits: —Centralizes all service requests into one common system - Web Interface - Mobile application: Wireless capability assigns requests to employees in the field who can investigate, update, and also close request from. the field 3-1-1 Call Center One number for non -emergency service requests X1 996- Baltimore first city in U.S. to utilize 3 -1-1 for Police non- emergency calls .�- 2000 Baltimore rolls out 3- l -1 for other city services � Originally a police non -emergency number to reduce calls to 9-1-1. z General government realized potential for other city services. What is 3-1-1? .� Single point for citizen access to all local agencies. .e Start-up funding through Federal Government Justice Department COPS Office. z Bell.south. is the service provider. Overview Z Requests for service will be screened and entered into a complaint tracking system for appropriate follow-up. z One number for routing calls from citizens in Miami to the 311 Call Center .� Beflsouth. provides call routing service based on zip code plus four to identify telephone numbers and route to City of Miami. Call Center z Triage the request to determine most appropriate response. Ability to provide caller with timeframe in which service will. be delivered. Accountability and measurement of department performance objectives. • Accountability • Resource Management Customer Service .e One telephone number provides easy access to all local services. Information collected and relayed to responsible department Service request generated, tracked and closed by the system.. Internet Access Accountability Work orders monitored by citizen, Mayor, Commission, and managers through city wide area network or Internet. Departmental performance monitored against established performance objectives. .e System encourages rapid and effective delivery of city services. - Real-time information review improves management of operations. Resource Management • Employees access information and generate service requests from any desktop or wireless devise. • Management tracks resource requirements and makes adjustments. • Service requests can be transmitted by wireless voice or data to employees in the field. Houston r 1.000 CSR users r 40-50 call takers at 3-1-1- ,,z;? Calls to 3- 1- 1 Center- Avg. of 2718 calls per day (estimated) -40-50 calltakers at 3-]-] ,� 20,000 calls/week to 3-1- ] 2000 CSR users Chicago X 6 5 call takers at 3- 1-1 3000 CSR users 15,000 calls/day � 12,000 service requests/day i n CSR 3-1-1 One Call for All Local Governmental Services Within The City of Miami Baltimore CitiStat Developed from the New York City Police Compstat Model *Began with Baltimore City Police Department *Expanded to General Services Departments aallod alse/A p!lo Jajenna}se/A %S Jale/A S901AJOS IeJaU90 C. c off m uollepodsueal C. utleaH > yCID le lS P! yl0 � 0 0 s)iJed 'S uolleaJaad 0 ,o.� CD � roto o a �Bt�H Z � 0 R7' Q. 0 O 0 1auuosaad aoueuld 1.1 71 O o CD CD O sloou3S SODIAAag lelOOS m CD cr r w LnN N 0 �+C cr N N :� p .�+ 0 ca o C cr N tp o p 0 0 0 o 0 0 0 r� o • If the Mayor really wants to know, we can find out. But we'll have to pull all our people off their jobs. And it will take weeks. • We'll get to that as soon as we can, but it will take a few months because our budget was cut last year. Baltimore Cit y 0 L D G 0VILE:- �, � IV, ., ��,k, .� .� , .� ,., ,� .t,r.,a, �u �.#t' ;i'v`Fa� .a. h',�✓, •That's the way we've always done it / We're already doing that / We tried that and it didn't work. •I hope the City Council forgets about this before next year's budget hearing. Al • Accurate a n d timely intelligence shared by all • Rapid deployment of resources • Effective tactics and strategies • Relentless follow- up and assessment rad MMM0M EL ■Or�. LIU `N,41!A i Accurate and timely intelligence shared by w ll • Rapid deployment of resources • Effective tactics and strategies • Relentless follow- up and assessment rMewdlOiFIFOOZ�OL. t NOMPI®%."t. MMLIMMOk. ■or M191 -,"0" 0 Fde Edd viev., insert Format Tools Data 'Windov.) Help _.Xj ZA R5<1 10 B I IJ C. E Fj H I Volume I Number 39 DMV GYEN FR -NI \1 RVICES 4 NIARCH 21, 20021 dijxm„2h MIRIL 3, 2002 7 H, i K -it k -z.�-izk- 4. 9 10 F iu-l ILAI'v tl 11,Int , "T s. I. 14 NCIJEWBE kAPENDIFIFLIKES 1.7 v rd,-IRCH. 2002 (2ND PMIO ITAR-TO-DATE -B 1-9 WIFIF MBF Nk F n 10 C, Al�Aul—t'11.1 �11'i FIII p3 #E.Ivin 21 t t"t '' -.7 I It 1) 1 112,206 188,11, "E1"fj Ev, � " #T) I VA) }:ii MVIVAJI - - - - - - - - - - ---- --- - - - - - - -- aZI di i.0 hLt}17[ti 24 Fz z,l 1:4_1ct.' 'z'T 10 Totals $179,984 M12' 3.4 Q 1.9" $2,406,18F $39, 19 7 $21, PIMSONNEL DATA Dt:j� - L, C, A,AoShapes - +-+ peadv -VIEEK REPOFTIN,-, PFRIIIIUL `TEAK -TC, -DATE 1 3!T -3,x-20 j..1 -*3 C1 UN GE A 14 umun Total Period, OT L''--1119 13v 1 42,8i �4,066 45 � T 6'.96C 1(.-, -4, IS Fleet Mrmt. (A&Dtim)l j 1 50 9011."i 4� 4' 1-46.2,, ------- 1 45 0. 0 45 1 Ij IfIrj 428 4 JF A'Q 44 .,' 29w 1-171 41 lij %,Profile Performance Flee.tPe.t6_'�m,ancr / Repair Ya0:15'Pet-f-I 41 ► Dt:j� - L, C, A,AoShapes - +-+ peadv .a I 713-T21 IN i 9/2-9/15 (H) 9.30-10/13 (H) 10/28-11/10 11125 -12 12/23-1/5 (2H) 1120-2/2 2/10-2/23 (2H 3:10 -3/23 4/7-4/20 (H) 5/5-5/19 6/2-6/15 9/30-7/13 (H) 7/28-8/10 95-9,7 (H) 9/°22-10/5 I -- lo ■* _ aI O cn " -& N N W O O 0 O Cit O O O O O O m x CD _. ic CD CL x CD Ih N C� m 00 O cD �o M < = cD CL3 c� r O N �C C O 2) N v V V V V (n Q in O O O O O O O O O O O O cn " -& N N W O O 0 O Cit O O O O O O m x CD _. ic CD CL x CD Ih N C� m 00 O cD �o M < = cD CL3 c� r O N �C C O 2) N v • Accurate and timely intelligence shared by all. Rapid deployment of • Effective tactics and strategies • Relentless follow- up and assessment File Edit Oveiview General Entry Service Requests Admin Help Vlndow SR# 02-00012222 Type "-Bulk-Scheduled Status Klosed Priority tan(jard j Group Pureau of Solid Wast( Status Date AN 28, 2002 09:13 AM Created As I--- Changed By C -Ox Last Updated AN 28, 2002 09:13 AM Rec'dPlione CC Groups. Created PAN 18, 2002 111:47 AM Description 12 SOFAS, CHAIR - REAR Bulk Route 433 —, LocationF 71F—Flit-Olf F7— OALTIMORE PD V 1212 ]BALTIMORE Cl- 0 Jurisdiction Kity of Baltimore Acai• itis, Flex QUes,hOr-G Pafticipant,', Service ReqUe-st Time Line Type of Acthft Ass i ned Staff Due Date Complete Date Outcome * enerate Work Order * TCO PAN 28, 2002 bated issed Bulk Pickup Created Date,,Titne AN 18, 2002 11:48 AM Time f Activrity Details I I he e reque:-'J number Rpcoid L-1 <0SC> "DBG>. • Accurate and timely intelligence shared by all • Rapid deployment of resources Effective tactics d strategies • Relentless follow-up and assessment IIA Eile Edit Yiew Iheme faaSa raphics ZTools ntiTools Window help a t, aoa oa � F&� �� Iy 4y Missed Regular t iMissed R ecycling Miss ed Bulk Looyt� Cleaning l Dumping I, Did yStie at D irty A l le y Neighborhoods 3s 4w.sid 3s3un.sid 3s2w.sid 2s4w.sid 2s3w.sid 2s2w.sid 1s2w.sid 1s 1ov.sid 1 n2w.s id Street Centerlines Complaintsshp Orthgrdl.shp Scale 1:1136,963 1 t 1d �_ ,. , .1.._ 1� i ••. � rJ �, °✓ �� is �.• ; �.sd'i... ,rFi, . /.aF—�� '- - .. _ .. a Ire Trash Complaints Current 14 Clay Period Misc,ed P, e g l;l:_.1r CVfis ed Ri :1inci hvilc':=ed Buil'; 1,533 594.929.53 i _� Start I 0 �► Distiuer ... dMicroso... 4KArcView... t Acrobat... U Explorin... �ArcVi..- �" �Ai3�Q Q 11:40 AM I Eile Edit Yiew Iheme Saaraphics 2STools SantiTools Window Help X +, o00 00 W �� y ® :: o Scale 1:11,200 1 600.81 0.93 s • Accurate and timely intelligence shared by all • Rapid deployment of resources • Effective tactics and strategies Relentless follow-up and assessment d dME"'-110■ L -M, MM Ise i®[ q ; ,-",Vj wehiP, CitiStat Impact: $13.2 Million in FY 2001 $1,025,000 $1,232,211 $3,647,535 1 $1,310,664 $6,000,000 Overtime Reduction a Reduced Operation Costs ❑ Increased Revenue ❑ Reduced Absenteeism ■ Terminated Expenditures saiTIMORE CITISTAT 0 $6.0 Million in Overtime Savings • $1.3 Million in Reduced Operation Costs • $3.6 Million in Increased Revenue Streams • $1.2 Million in Reduced absenteeism and accident time. • $1.0 Million in savings by terminating costly, low -priority purchases. •Initiated the 48 Hour Pothole Guarantee, a Steel Plate Tracking program, a Loadpacker Cleaning Program, the Eastern District Initiative, and a new Bulk Trash Program. •Spawned LeadStat, DrugStat, HealthStat, DPWStat, TechStat, Vacant Housing Stat, and other data -driven management initiatives. CitiStat .�s Proposal.: Creation of CitiStat Office Concept .es Focus on Efficiency, Accountability, & Performance Measurement CitiStat Next Stens., Creation of Office and Staffing .� Identify Departments to Participate zEstablish Indicators to track and evaluate City of Miami Efficiency, Accountability, & Customer Service New Proposed Initiatives CIP � Customer Service Request System - ,K 3 - l - 1 Call Center Citi -stat- Performance Management Program