Application in Mid-Sized Cities: 311 and chattanoogaRESULTS - PowerPoint PPT Presentation

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Application in Mid-Sized Cities: 311 and chattanoogaRESULTS PowerPoint Presentation
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Application in Mid-Sized Cities: 311 and chattanoogaRESULTS

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Application in Mid-Sized Cities: 311 and chattanoogaRESULTS

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  1. Application in Mid-Sized Cities: 311 and chattanoogaRESULTS

  2. Bringing 311 to Chattanooga: Background • Chattanooga is Tennessee’s 4th largest city with population of 155,000 • Governed by popularly elected Mayor and nine member City Council • $145 million General Fund budget and approximately 2,500 employees • City is responsible for delivery of most essential services, but jails and schools are county responsibility • In 2001, voters elect Bob Corker as Mayor. Corker was successful businessman who had been State Finance & Administration Commissioner • New Mayor Confronts Two Problems: Citizen Access to Government and Accountability for Departmental Performance

  3. Implementing 311 and chattanoogaRESULTS • Chattanooga decides to proceed with Baltimore model of 311 and CITISTAT-like system of performance measurement • Critical issues: • Cost • Staffing and structure • Change management • Early Decisions: • No Police or Fire non-emergency calls • No IVR • Contract out • Integration of 311 and Performance Review management

  4. Chattanooga Timeline • February 2002: RFP for One Call Center and advertisement for Performance Audit Manager • May 2002: State of the City address • July 2002: Office of Performance Review (OPR) • August 2002: Motorola contract • September - December 2002: Configuration and staffing • January 2003: Training • February 2003: Phase in and launch • March 2003: Advertisement

  5. Customer Service Impact • 311 has redefined City Government • 24/7 access (via phone and web) and Call Center is staffed 8 a.m. – 6 p.m. on weekdays with 7 staff • 311 has ended “blue pages roulette” • 311 handles up to 15,000 calls per month – 140,235 calls since 3/1/03 with 50% generating service requests • Top ten service requests – trash flash, missed garbage pickup, litter, overgrowth, abandoned vehicles, stormwater – account for 60% of total • Customer surveys reveal high level of satisfaction with how 311 staff handle problems and courtesy

  6. chattanoogaRESULTS • Performance review was an important part of the rationale for 311 implementation • City Budget staff are now responsible for management review as well – Management and Budget Analysis • Summer 2003: Identify 100 indicators citywide • October 2003: Launch of chattanoogaRESULTS and monthly meetings with Mayor and senior staff • 311 data plays critical role in determining “what counts” and counting it