So move second.

All in favor?

Aye.

All right.

Thank you.

Thank you.

Ms.

Herbert, we're going to talk about the police promotional contract.

Good afternoon, Council.

Good afternoon.

This is a request for our annual contract for the public safety promotional process.

This year is police.

We're requesting to enter to a contract with industrial organizational solutions for that process that starts in the spring.

What does it cost?

About what is it cost?

It's around 145,000.

And we do have it budgeted in our outside services line item.

Okay.

Okay.

Chief, are you okay with these folks?

Yes, sir.

Absolutely.

We'd use it for a long time.

Okay.

And what is the promotional process?

So the forgeant lieutenant.

Oh, promotion as in getting promoted from one rank to another.

Yes, sir.

Not promotional like marketing.

No, sir.

Okay.

Right.

All right.

Then a quick 60 second summary.

So each spring we have uh a week for each rank for the assessment centers.

And we bring it outside assessors, and they go through mock exercises.

Um there are written tests, there are structured interviews that each of the candidates go through, and they get a ranking and a score.

Um, and then it's that's part of the process that determines if they're promoted or not.

Then there's the second piece that goes to the chiefs.

Okay.

Okay, and this is a group we've been using, same process.

We've been doing this for years.

Yes, sir.

I don't have any other this is is about as fair as you can get it.

Completely different than when I was at the police department.

But uh do we have a motion?

Some of them second.

All in favor?

I thank you.

All righty.

Chief, you've got the next two.

Yes, sir.

I'll try and make towing as simple as possible.

Thank you.

It's only so simple.

Uh made handouts with the highlighted changes to kind of show you what we've changed in the order.

We believe this is a very fair.

Thank you.

Well, I know Chief Clark's worked on this a good bit.

I don't think he ever wants to see an ordinance change of tone again, honestly.

All right, we'll kind of go over everything.

Um the big thing is the rate is going from 185 to 210.

That's for rotations and non-consensual towing.

Non-consensional towing be basically like if you have a department complex on game day or any other time they tow out of there for unauthorized parking.

So that's going from 85 to 210.

Um, anything over 7,000 or two axles is gonna be 275.

Um, one of the issues was oil dry.

Um, they can add 25 hours for oil dry being used.

They said they were losing money on that, so we agree oil dry is very expensive.

It's basically if you have a wreck and you have fluids uh from the radiator oil, they've got to put oil dry up to clump it together to get it off the roadways.

They they have to do that.

That's yes, they have to do that by code.

So they can increase the rate on that, which we believe is is uh very reasonable.

Um the next change is 40 storage rates, and that brings us in line with the the rotation versus the non consensual.

A lot of what was happening is for rotations was different than non-consensual towing.

We everything's in line now where it's one price no matter which one it is.

Um after hours vehicle release, you heard uh that being talked about.

So it's still $75, but on game days they were required before to stay open two hours after the game and release any vehicles without being paid for after hours.

Um we're proposing that to be changed where if it's they do not have to stay open after a game, they can charge the the after hours fee if they have to come in to release a vehicle.

However, and Mr.

Bobbitt can back me up on this.

If they are already at the lot, they cannot change, they cannot add another after hours fee for that because they're already at the lot.

Is that correct?

Okay.

On the back side, um, again, this just matches the front side from going to 210 to 275 dollars for non-consensual towing, uh, which is the same as the rotation.

Um, and that is basically the gist of what we are doing.

I'll take any questions you have, and if I can answer them, I'm sure Mr.

I expect that uh awesome towing will be here tonight, but I know y'all have worked with them a good bit.

Yes, sir.

Chief Clark has sat down many, many hours trying to do something.

I know there's some other changes that he wanted.

Oh, one other thing I forgot to mention in here is credit card fees.

Um that was an issue, and what they could do now is they can charge the customer whatever their credit card fee is, but they cannot go over that and they have to tell the customer in advance.

Hey, I'm charging you 3% or 3.5% for that.

Um, but we think it's a very fair deal, and I'll turn over to Public for anything else he has to do.

Is there something in here, Chief?

I've seen like there was that if they determine over the phone that these people are intoxicated.

Yes, they do not they think it's a public safety issue if they've been drinking or they're violent on the phone because they're mad that they parked somewhere they weren't supposed to, they do not have to release that vehicle that day.

They can have a cooldown period for safety to release it the next day.

Good.

Thank you.

And we agree with that whole hardware.

Y'all have any questions about this?

Good.

So move.

Thank you.

All in favor?

All right.

Thank you.

I think we have another one.

It's it was all the same document.

Okay.

So we need to vote again.

Broken up into two for voting purposes.

Yeah.

Motion.

Motion on the second board.

Second.

All right.

All in favor.

All right, thank you.

All righty.

Glad when we can do something positive.

Mr.

Mayo.

All right, counsel.

Uh, we have one applicant for you this week.

This um OBG Alumni Club Holdings, DBA, the University Club, applying for special retail more than 30 days.

Um, located at 421 Queen City Avenue.

This is area map of the location.

Proposed occupancy load is gonna be 639 people.

Um, this is a floor plan, uh, first floor, second floor, as well as parking.

Next map shows the menus.

Um police department did not have any issues with this applicant.

The applicant is here to answer any questions if you have, but it's pretty much it's a change of ownership.

Change of change of managerial ownership.

I don't have any questions.

I'm good.

Motion.

All right.

All in favor?

All right.

It passes.

Clara.

Come tell us about our favorite apartment.

Well, that's maybe easy.

I assume there's almond balls which are under the 25 limit.

So I don't know.

Voting members.

Good afternoon.

Good afternoon.

I'm here to present an overview of 311's performance data for fiscal year 2025.

It's going to include some um information about request trends, community engagement, and a look ahead at what's next for 311.

So let's start with the pulse of 311, my wonderful team.

Um, I have six team members.

Two of them are 311 call center representatives, and four of them are senior representatives.

We have Latoya and Jennifer who have been with us since 311 was implemented.

Michelle's been with us for 15 years, Will for nine years, Taja for four years, and Candle is our new hire who just hit six months, and she is doing a great job and catching on very quickly.

Um I am very grateful for my team.

They are um I love on them as much as I can all the time, but they really are dedicated.

They come to work and they not only are consistently showing up, they show up with the desire to do quality work.

So 311 is as successful as it is because of them.

Um combined together, they have over 150 years of customer service experience, and it shows it shows in the job that they do every day.

Um, and this is actually perfect timing to be doing this presentation because we're doing customer service week this week.

So I've had extra opportunities to love on them this week, so it's only right to extend it here in front of you guys and just let you know that they are awesome, not just during customer service week, but all the time.

So let's take a look at some of our numbers.

Um, I'm not gonna take up too much time going block by block, but I'll just hit some of the high points.

So our first graph shows our um app data.

We've had 980 app requests submitted via iPhone, 162 via Android, and total 932 app installs this year.

That's a number that we're looking to increase.

We're actively working on that.

Um, I want to point out the direct in-app notices.

So the good thing about our app, one of the features that I like most about it is that we have the option to send out a notice or an um advisement through the app to the residents to let them know about changes in um city services or any pertinent information that we might have coming up.

For example, we sent out a notification about the municipal election to let them know when it was and where they could go.

When water did its soft close recently, we sent out a notice through the app to let constituents know about that.

As you can see, we sent out 36 of those total this year, and over half of those were in relation to McRights Ferry Road.

So it was very, very instrumental in making sure that we communicated a different way to our constituents about that project and keep them updated about what was upcoming and what was going on.

Looking at our request data, we had over 60,000 requests entered in by our 311 staff.

We have a web portal on our portion of the city website, the 311 site, and there that portal is available to residents to submit requests.

So we had 712 of those.

They don't result in service requests.

I'll get into those a little bit more in the next couple of slides.

But as you can see, over half of our total calls were data calls this year.

So that's an important point that I want to make sure that I highlight in the upcoming slides.

Just briefly looking at our call data, we average about 170 to 200 calls per day.

That number changes depending on the month and the events that we have going on in the city.

But on average, it's between 170 to 200 calls.

We have our caller wait time and answer speed listed here, which we're also proud of.

But the two things I want to highlight the most in this particular area of the presentation is the fact that 98% of the callers that end up having to enter the queue when they call, meaning they have to wait briefly before they speak to someone.

Could y'all go and teach the folks at my credit card company how to do that?

We'd be happy to we'd be happy to, but it just speaks to the fact that my team is so knowledgeable.

Um actually the next point as well, the average call process time when you actually get someone on the phone in under 90 seconds.

We've got your information, we got your request and process.

It speaks to the level of knowledge that they have and how efficient they are at what they do.

So we've had a very exciting year this year.

We um we have implemented a QA protocol that I believe will enhance our how we process calls across the board.

I wanted to make sure after we received our certification that we didn't get complacent, that we didn't um lose sight of the fact that we always need to improve.

We always need to try to do better.

So this QA protocol helps us improve the consistency and how we handle each call.

We know we've got the courtesy down pack, but are we asking things like is there anything else I can help you with before we end this call?

Just taking it a step further and adding that extra layer of customer service.

I'm also very proud to talk about our magazine feature that we secured this past year.

Every single representative and myself were um honored with a feature in Capstone Living Magazine in their hometown hero section.

The six out of the seven of us have already been featured, and Michelle will be featured next month in the November issue.

So I just want to quickly say thank you to Joey Palmer, who is the publisher of that magazine for even thinking of us to consider featuring us in here.

We're we're very humbled and very proud.

So the data calls portion that I mentioned on the first second slide.

I developed that after I noticed just how many phone calls we were getting that we weren't putting requests in for.

When I first started, um, and still to this day, I I spend most of the day with my door open and I listen.

I make it a point to listen to the things that my team members are fielding, the things that they're talking about, and I noticed that there were a lot of transfers, and I I got to wonder like where are these calls going?

What are what are what are they calling for?

So the data calls is a method of documentation for any calls that we receive that don't result in a service request.

So if someone wants to know when the next amphitheater concert is, that's a data call.

If someone calls and says, Hey, I need to talk to somebody in the water business office, that's a data call.

If they call and say, Hey, I need my city counselor city sale number, that's a data call.

Anything that we don't actually enter a request in for.

And as you can see, 38,000 of the 62,000 calls we took this year were just calls for information.

So I really appreciate the fact that we get to provide a different level to what we do.

Not only do we address your issues, we handle your questions too.

Um, so the next point is about manual request reroutes.

Another thing I noticed after we implemented our software in 2023 was that sometimes when a request would need to be routed to a different department, and we would go inside of that software to manually reroute it.

Sometimes that connection, that integration connection would get lost, and that request would not get to the department that it needed to get to, which means that we've got a request that's just floating in the abyss, it's not being addressed, and that didn't sit well with me and our standard of customer service.

So I um volunteered to be the sole point of contact initially to make sure that we can manually reroute those requests and get them to the correct department.

Since then, I've looped in another team member, Latoya, who you see picture with me here, and now she assists me with those.

So just in case I'm out of the office, we can always provide that service for our internal staff.

And so far this year, we've rerouted 350 requests manually.

Total since 2023, it's about 1,300, but this year we've done about 350.

I've also implemented monthly huddles this year, which I feel is a good opportunity for team building for me and my people.

Um, and just a way for us to stay connected and motivated with what we do.

We um we cover different topics related to customer service, and some of the topics we've covered this year are the importance of teamwork, um, handling difficult customers, stress management, and mental health.

We actually had someone from the EAP come and speak to us about how to deal with stress.

And um, one of the team members requested a crisis management huddle, which I didn't really understand at first, but when she spoke to me about it, she was like, Well, you know, when we had the tornado, we went from being 311 call takers to 911 call takers, like just like that.

And I think it stuck with her that experience, and she was like, We need to be prepared for if that ever happens again.

So we reached out to um one of the TPD dispatch supervisors to come over and kind of talk to us about ways that we can be prepared in case that ever happens again, and even how to decompress after something like that if we were to ever go through it again.

So I think that was one of the most effective huddles that we've had so far.

Um, right now we're in the process of finishing out the year with a shared responsibility huddle series.

In this series, I'm looping in other departments that are more customer service oriented to basically for us to just have a discussion, a table discussion about what is customer service look like for you?

How are you being accountable?

What ways can 311 help you and your department when we get these calls for you guys?

So we're finishing out the year with those, and so far they're going really well.

We've already had um water come and we've got code enforcement coming to talk with us this month.

One of the goals for this year was also to increase our community presence, which we've gotten off to a good start doing.

I won't go through each and everything that's listed there, but these are some of the events that we've had the joy of being present at this year, including two of the town halls for districts one and two.

So thank y'all for having us.

So let's look at the numbers.

Out of the 62,000 total requests that we've had, these are the top five categories that were used with um with those submitted service requests.

So at 6%, we've got water and other garbage trash and recycling.

Other garbage trash and recycling is any issue that is not related to pickup for environmental services, so not garbage pickup, not trash pickup, but anything else.

If somebody's like, I have a refrigerator that I need to put out and get picked up, that would be under that category.

If someone says, hey, I need a recycle bin, we put that under the other garbage, trash, and recycling issue.

So we've had 6% of our requests come from other GTR and water, animal control at 5%, code enforcement at four, and miss garbage at three.

Those are usually our top categories, even month to month.

So it's not abnormal to see it here for the top of the fiscal year as the the top calls for the fiscal year.

But if you notice that yellow part, I'm going back to the data calls again because I just want you to see just how just how much our residents are calling us for information.

62% of the calls that we receive this year were just calls about information.

So again, we are happy to provide that service, and it it helps give a glimpse into what we do beyond entering service requests.

So here's a brief overview at just your districts and how many requests we've gotten for your district throughout the fiscal year.

As you can see, minus a couple, they're almost even as far as they're they're in the all, they're all in the same ballpark when it comes to numbers looking at requests.

Any ESD non-pickup related issue, water services and animal control, which those are always heavy hitters when it comes to requests.

So let's take a look at each individual district.

So each district is gonna have this graph, and the yellow bar will be the month that had the most issues reported.

So district one in June, and this is gonna be a pattern throughout your districts.

The summer months, that's when we we peak with our request numbers.

That's when we get calls the most people are out and about more.

The weather is more conducive for more issues to be reported, and um we have move in, move out, things like that.

They always cause a spike in the summertime.

So that's not abnormal.

For district one, the most reported issue was loose dog, and the request service level agreement was at 81%.

So the service level agreement is an internal metric that we use to determine the length of time between the opening of a request and the closing of a request.

So basically, process times.

How long does it take for these issues that your constituents are submitting to be resolved?

And just I'm gonna go ahead and spoil it for you.

Throughout all the districts, you're above 80% as far as your service level agreement compliance.

So that speaks to this the crews and the staff here at the city.

They are not sitting on their hands, they are processing these requests in a timely fashion to make sure that your constituents get their issues resolved.

What is the service level agreement?

So is it four hours?

What is the no?

It's actually a couple of days.

Mr.

Green, it's two days.

They have two days to process and entered an already entered request for a loose dog.

So each issue has either hours or days to be solved.

And so 81% of the loose dogs that were reported were solved within two days.

If that's what that means.

If they didn't get back to you and say we got the dog in two days, what happens?

Do y'all know that?

I guess you do.

Um, so the way that the system is set up, it's set up to alert certain people within the department to let them know if that request was not closed out in the time that was allotted for it.

I think for animal control, it goes to Trent first, the supervisor, and then if he um I think it escalates beyond him and possibly goes to Selvin, but it normally it normally stops there with the supervisor, and they they go in and make sure that that request gets processed that they get the ball rolling on it.

It doesn't happen a lot, not for animal control.

They have a they have a a pretty um a pretty successful workflow because we, as you saw, they're one of our most used categories.

We bug we bug them all the time.

And Mr.

Fail, once a month, um Miss Clark provides me an overall breakdown, and if a particular department is not meeting our service level agreement, we get to have a discussion on how we can better meet that SLA in the future.

And so it's a really good management tool.

One of the best management tools that 311 provides, at least for me and Mr.

Baggs, is that every Friday we get the report of how many missed routes or miss pickups, garbage trash recycling, and we use that as a scorecard and spoiler alert is that normally out of 66,000 possible pickups.

We we are averaging now less than what 70 less than 70, 70 per week.

And my suspicion is some of those people put their recycling or garbage out a little late.

We count that though.

We count that in.

Um, but that's just one of the fascinating tools.

And remember, you have a dashboard, a 311 dashboard that's built for you, and Mr.

Even we I imagine we probably haven't briefed you on that.

If we haven't, we need to so that you can go in at any time and look at the active 311 request in your district.

Okay.

And I'll ask Mr.

Moore to get with you just to make certain.

Okay.

And of course, as we go throughout this, if you if there anything sparks your interest and you want more information or a bit of a deeper dive into your data for your district, we'd be happy to help.

So district two, again, we have excuse me.

Again, we have a summer month where we have our spike with June at 492.

Animal and trap was the most reported issue.

That full category name is actually animal in trapslash trap requests.

So this is not just people calling to let us know there's an animal in the trap.

They also call and request traps when they notice that they have a little intruder on their property.

Service level agreement for district two is 83%.

So again, we're keeping that standard where we're being responsive and getting these requests closed out within the time frame they should be.

District 3, we have a little bit of a later spike in August at 400, but if you look at June and July, they're almost even.

So that summer spike, as I said, is gonna be a pattern that you see throughout all the districts.

That's not abnormal.

District three is our um heaviest group of recyclers.

So request recycling bin is a stat that makes sense here.

They um they are very focused on sustainability, and we we think that's wonderful.

Um they also have one of the highest SLAs at 85 percent.

District 4, we have another late spike in August at 321.

The most reported issue is carts out beyond pickup day.

And as you all know, this is the historic district, so they're very aware of the differences in code, and they have um code enforcement officers that are dedicated to coming out every morning to do what they can to ensure that compliance.

District 4 has the highest SLA at 86 percent.

So we're doing some doing some good work with the carts in District 4.

District 5, the Greater Alberta area.

I hate that Mr.

Tiner's not here to hear me say that.

Um, but his spike was a little bit earlier this year, it was in May.

But again, if you look at June and August, they're almost the exact same number.

Repair or replace garbage cart was the most reported issue for this district.

Um, district five is a little bit of a more established district.

Um, so it's normal to have wear and tear with the carts in that district, so we're not surprised by this.

And um ESD replaces about 200 carts per year, I believe is what Chris told me.

Um, so this category is it's a double category, though.

It's not just focused on the replacement of carts, but also the repairs.

So that this category houses both, and we've got another strong SLA at 84% with district five.

District six, we've got a July spike, 356.

Another group of heavy recyclers request recycling bin was the most reported.

Um, there's a lot of rental property in this area, and a lot of times when tenants move out, they'll take their bins with them, not knowing that they shouldn't.

So the new tenants call, request a new bin, we're happy to get that to them.

83% service level, which 83% is actually the average SLA for all of the districts, just FYI.

So we're doing doing very good across the board.

Last but not least, district seven has a July spike with the highest repair or replace garbage cart was the most reported issue here.

Again, just a more established neighborhood, it's normal to have more wear and tear on the carts with an 82% service level agreement.

So looking ahead, we are going to continue to focus on engagement both internally and externally.

Um, I've begun presenting 311 to new hires at our orientations to ensure that they have a good idea and general knowledge of 311 and what we do, so that they can not only utilize it for themselves if they need to, but also promote it to any constituents they might encounter.

Um, we're discussing starting a social media monthly highlight centered around 311, sort of a you ask we answer type of post, just showing our responsiveness and accountability, just another way for us to remind citizens that we're here for them and exactly what we do.

As I mentioned before, we're working to increase app downloads.

We have a few ideas that we're hoping to implement in the next few months, and we're also looking at exploring social media response protocols with my team, which would involve them getting on social media and responding to questions and comments of citizens, just another way to just be more present on social media and let them know that we're not just a phone call away, we might be just a keyboard type of way too from addressing any issues that they might have.

Um, our goal is simple.

We are looking to enhance um 311's reliability and responsiveness as the city's most community-centered resource.

That's not something that we take lightly.

We know that we're the first point of contact for most people, and that the impression that we leave matters, and we're very focused on that daily.

So, how can you help us?

You can convince your constituents to download our mobile app, which is free and very user-friendly.

Citizens can include a photo in an exact location when they enter their request, and they will be um contacted via follow-up call after that request is completed to make sure that everything was done to their standard.

What I like about the photo puts the address right there on it.

Yes, sir.

I like that.

Yes, sir.

Um so please encourage them to download the app or call us, whatever they're most comfortable with, and I appreciate you letting me present today, and I'm happy to answer any questions.

Questions?

That was impressive.

Yes.

Thank you.

Oh, I have a question.

I think it's beyond your control.

But many times, not many, occasionally people say, Well, I can't call 311 from my cell phone, but I presume there's nothing we can do about that.

Unfortunately, not yet, I'll say that because you never know.

But um, no, sir.

I think it's just it just depends on the carrier.

Um, some people, depending on where they are and who they have service through, they have a hard time just dialing the three digits, but they can always reach us at 248-5311.

They can always dial out the full number and they should be able to get the city.

I just give them the mayor's number.

Or that.

It might be a whole address too.

I like Saturdays and Sundays.

Uh I told senior leadership staff on Thursday that we're since 2009, every year I've run for re-election, you poll.

I know y'all do too.

And we poll city services, and the two highest the second highest is Tuscles Fire and Rescue.

But the first highest, and I know Cheat Delk appreciates that it's 311, and it's not even close.

They do such a good job.

They have such great the people of our community have such great confidence.

And it's because of our people, like Latoya, who's been with us since the very beginning.

You know, and I can't say enough about Ms.

Clark who just has been a phenomenal leader of 311.

I won't speak for the council, they can speak for themselves, but I know we're as a citizen we're looking to speak.

Sir, it'll be okay.

It'll be okay.

Um, I do just want to thank y'all for what we do because one of the things with when I get a lot of constituent calls, I hate to kind of apologize to say this, but this was my attitude or my what I'm not added to, what I thought before I got on the council.

You think that as a council person when somebody calls me, oh you just need to call 311.

And it's almost like you're bothering me, right?

But I always tell them you're really not bothering me.

I'm happy to send something that you want to do it with 311 because it is tracked, it is followed up, they'll be better than me and make sure that your problem is resolved quicker than maybe waiting on an email back from me.

And I appreciate you guys make us look good because most of all of our issues get resolved very fast, and it's so convenient to you.

So I just appreciate what y'all doing.

Thank you.

Thank you for that.

I can't remember who I was talking to.

It might have been Sarah, but I was what do what do cities do that don't have 311s?

What do they do?

I I it really baffles me to think about, but uh slow counsel another another quick story, and I'll I'll let you have your afternoon.

But I also had a nice reminder before this presentation.

I I often get so focused on the fact that we we serve the citizens, and that's our primary focus.

But our employees here are citizens too.

I was in the hallway speaking with Haley before I came in, and she said, Yeah, my husband was telling me the other day that he called 311 because our cart was damaged, and they were so nice on the phone, and then the next day he had a new cart, and I was like, We're not just here for our constituents, we're here for everyone, and that just that just really made me it kind of recentered me and helped me to kind of refocus on exactly what we do.

So it's things like that that we we that keep us going and keep us motivated to continue to do a good job.

So thank you.

Thank you all.

Well, I think I can speak for everybody.

We truly appreciate y'all.

Thank you.

Thank you so much.

I appreciate it.

Thank you.

Thank you.

Thank you.

Do we have anything else anybody would like to bring before this committee?

All right.

I'll entertain a motion to adjourn.