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Date: April 30, 2024 Tue
Time: 1:18 am
Time: 1:18 am
Results for customer service agents
1 results foundAuthor: U.S. Department of Justice. Office of Community Oriented Policing Title: Building a 311 System: A Case Study of the City of Minneapolis Summary: The Minneapolis 311 Call Center opened in Minneapolis, Minnesota, on January 4, 2006 with a robust knowledge base, dozens of city services ready for callers to request, and a full complement of trained 311 customer service agents (CSA), supervisors, analysts, and managers in place. The first year of operations has shown that 311 was very successful and well-received by Minneapolis citizens, visitors, and commuters, as evidenced by the high number of calls taken in the 311 Call Center for information about the city, as well as calls requesting specific services. Results Minneapolis The new 311 solution, a combination of the police-operated and city-operated models, is a results-management program intended to afford the city the benefits of secure business operations that will help control costs, minimize risks, and improve performance in serving the citizens of Minneapolis. The system uses Citizen Relationship Management (CRM) software from Lagan Technologies, and will enable Minneapolis to better coordinate operations, making its departments more responsive and efficient in handling constituent requests. It will also provide service request routing from one department to another, enabling consistent hand-off or follow-up on citizen inquiries. Reporting and monitoring features offer city management the information needed to make decisions more quickly and efficiently. Why 311? Studies of Minneapolis city services conducted prior to the establishment of a 311 system revealed a lack of consistency, coordination, and citizen focus when handling requests for information and service. According to these studies, more than 16,000 calls came into the city daily, more than 1,400 calls were abandoned by callers, and 20 to 30 percent of the calls were mis-routed (varied by department). More than 60 percent of calls to police were misdirects. Recent citizen surveys indicated that the ease of getting in touch with city employees and the timeliness of response were the lowest rated characteristics of interaction. In addition, experts answered routine questions and routed calls to other departments, wasting valuable city resources. Citizens received conflicting information or instructions from employees, and 30 to 40 percent of 911 calls were not dispatched because they were non-emergency response calls. Calls to the city’s general number exceeded 22,000 per year. Eleven call centers housed more than 90 city staff who answered citizen calls, excluding 911 operators. The city recognized opportunities to correct these problems and improve citizen satisfaction by establishing a 311 Call Center. The city's goals were to accomplish the following: - Reduce or eliminate abandoned calls - Reduce or eliminate mis-routed calls - Reduce the amount of numbers listed in the blue-page directories of the telephone book - Offload non-emergency calls from 911 - Provide consistent information to citizens - Offer both standard and extended hours of operation - Consolidate some or all of the individual call centers - Improve call-tracking capabilities to better analyze citizen needs for service. Details: Washington, DC: Author, 2008 160p. Source: Internet Resource: Accessed April 16, 2019 at: https://ric-zai-inc.com/Publications/cops-w0488-pub.pdf Year: 2008 Country: United States URL: https://ric-zai-inc.com/Publications/cops-w0488-pub.pdf Shelf Number: 155432 Keywords: Calls for Service Customer Service AgentsNon-Emergency Calls |