Biggest Little City

2011 Reports

Statistics, Surveys, Audits

 

 

2011 Statistics

*OCTOBER IS PARTIAL DATA ONLY.  THE LACK OF DATA FOR NOVEMBER AND DECEMBER IS DUE TO MIGRATION TO A NEW VOIP PHONE SYSTEM THAT WAS PHASED IN OVER A PERIOD OF TIME.*  

 

CITIZEN SURVEY

The annual audit is a normal part of the internal processes which help us establish and maintain a high quality of performance.  During the 2011 calendar year 100 residents who had contact with Emergency Communications were called and asked to provide input on the quality of service they received.   

COURTESY

customer service

The ultimate goal during any citizen contact, whether it be on emergency or non-emergency lines is to quickly establish what the situation is, whether a law enforcement and/or fire and/or medical response is required and how urgent that response needs to be.  Call-takers are trained to perform these tasks while treating each individual with a high level of courtesy and respect while showing empathy for their situation. 

CAPABILITY

Customer Service

Capability is a measure of how well the call-takers are at assisting the public.  Are they able to answer questions or provide information on resources that may be better able to assist the caller?  Was the caller advised of their options?  Are they aware that someone will or will not be responding?

CALLER SATISFACTION

customer service

Many of the concerns expressed were relative to police response times, lack of police response and the desire for greater police presence.
Comments directly related to dispatch services were centered on dispatchers being more empathetic and calls being answered quicker. 

 

AUDIT

During this reporting period, 39 complaints and 9 commendations were received from citizens and User Agencies (.01% of calls received) showing an overall decrease in complaints of 51% and an increase in commendations of 80% 

With the installation of the new phone system came an increase in customer service complaints as both dispatchers and citizens encountered latency and echo problems.  There was a decline in the number of complaints related to policy and procedure as supervisors held employees accountable in this area.

With budget constraints throughout the city, ECOMM's staffing levels decreased significantly.  Eleven dispatcher positions were frozen on top of eight openings that already needed to be filled.  Employees worked a considerable amount of overtime.   

 

 

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