department of emergency communications and citizen services · 2014 – 2016 strategic plan eccs 3...

2014 - 2016 Strategic Plan

ECCS

1

DEPARTMENT OF EMERGENCY COMMUNICATIONS

AND CITIZEN SERVICES

STRATEGIC PLAN

Published March 25, 2014

2014 – 2016 Nationally Accredited Public Safety Communications Agency since 2005

2014 – 2016 Strategic Plan

ECCS

2

TABLE OF CONTENTS

Mission and Values ............................................................................... 3 Strategic Planning Process .................................................................... 4 Capital Improvement Program .............................................................. 5 Strategic Planning and Budget Preparation .......................................... 6 Strategies .............................................................................................. 7 Strategies, Initiatives, Actions, Measurement Tools and Expected Outcomes .............................................................................................. 8


ECCS

3

ECCS Mission and Values Mission “It is the mission of the City of Virginia Beach Emergency Communications and Citizen Services operations and administration to provide efficient, accurate, professional processing of emergency, non-emergency and information requests. This is achieved through commitment, teamwork, excellent customer service, and a willingness to serve in a respectful and professional manner.” Values The Virginia Beach Organizational Values provide a guide to quality performance. These values define our desired division culture.

Quality Customer Service Teamwork Leadership and Learning Integrity Commitment Inclusion and Diversity

The Plan Over the next 3 years, ECCS will follow the strategies summarized in this Strategic Plan to achieve the agency’s goals and operational objectives. Planning allows us to focus our energies and resources to develop short and long-range goals in an ever-changing environment. It defines direction for the desired future of ECCS. The Strategic Plan is a guideline to improve customer service and the working environment, decrease employee turnover and forecast future needs. This document reflects our vision of the professional organization we are and strive to be in the future. The plan includes specific strategies and attainable initiatives that we can accomplish in the next three years.


ECCS

4

ECCS Strategic Planning Process

The Leadership Team implemented its performance planning in a systematic method that

includes input from employees of ECCS, benchmarking, and reliance on the planning documents of the past. We will continue to undertake a scheduled and coordinated approach to review agency performance, establish and update goals for each organizational component, and determine the fiscal needs of our agency. We will gather input from process improvement teams, and employees, and will schedule a “Strategic Planning” meeting annually to address the needs of our personnel and our facilities to include equipment acquisition and replacement. We will analyze our strengths, weaknesses, opportunities, and threats (SWOT) and realign our initiatives to further meet our strategies. We will document the progress made toward the attainment of our agency’s initiatives and strategies and make those results available to all personnel.

This document is intended to reaffirm the original process as it pertains to anticipated workload and population trends, personnel trends, workload assessments, capital projects, and equipment needs. Numerous sources will be used to collect data in support of future needs. These sources include reports of workload for operational and non-operational personnel, response times, turnover, staffing, population demographics, results of employee and citizen surveys, and interviews with other City Department representatives.

ECCS recognizes that the City of Virginia Beach continues to see an overall population growth rate of less than 1% per year, greater ethnic diversity, an aging population, and an increasing numbers of families living in poverty. Our current population is estimated to be 449,628 and is above our 2000 population of 425,257. The latest population data indicates a decline in our under 18 population, an increase in median age, and illustrates a continued maturation of our population. Our population continues to diversify as illustrated by our minority population increasing from 13.5% in 1980 to over 30% in 2012. We expect both of these trends to continue.

Although community growth would indicate an increase in crime and medical calls for service, for the last few years the workload of ECCS has decreased. Workload assessments will be conducted once every three years. As the demands on the work of our employees change, so will our need to effectively recruit, hire and train employees to meet the needs of the community.

Recruitment of quality employees for ECCS positions is highly competitive. In addition, as our community becomes more diverse, another major challenge is to develop a workforce that closely reflects our population. We must continue to identify ways to attract and retain diverse and qualified employees. As our needs change and expand, we will continue to request additional resources beyond our current 127.75 authorized positions.

The success of this Plan requires professionalism, accountability and a commitment of continuous process improvements. We believe this Plan, effectively implemented, is critical to improving the quality of services we provide. The Plan will increase the effectiveness of recruiting and hiring, along with improving employee work satisfaction. Raising the level of leadership skills, accountability and communications is essential to implementing the Plan.


ECCS

5

CAPITAL IMPROVEMENT PROGRAM

Having adequate public infrastructure is important to the effective and efficient delivery of services to the public. The acquisition, construction, expansion, maintenance, rehabilitation and upgrading of infrastructure constitutes a major demand on the financial resources of any government that must be planned for in advance and must be comprehensive. For these reasons, Virginia Beach annually develops a six-year Capital Improvement Program to define needs, set priorities, plan funding and anticipate impacts of proposed capital projects on the operating budget. The City of Virginia Beach’s lower overall budget growth has presented numerous challenges and some opportunities as we address the service and infrastructure demands of our maturing City. Where fiscally appropriate, we have preserved current services; we have used fee revenue to offset the cost of several programs; and in some cases we have reduced and/or eliminated programs. Capital improvement funding for ECCS programs has been allocated to support replacement, upgrades, and maintenance needs for the next six (6) years. The following items are included in the City of Virginia Beach’s Technology Capital Improvement Program (CIP) for ECCS and are funded and approved on a six (6) year cycle (FY14 – FY19):

FY14 – Intelligent Workstation Upgrade/Replacement FY14 – ANI Database Management and Selective Routing FY14 – Dispatch Console Upgrade/Replacement FY15 – AV Replacement FY16 – Digital Voice Logger Upgrade/Replacement FY16 – Computer Aided Dispatch & Mapping Upgrade/Replacement FY19 – Dispatch Console Upgrade/Replacement

The following items are included in the City of Virginia Beach’s Technology Capital Improvement Program (CIP) for ECCS and are approved but not funded:

CRM Smart 911 Scheduling Software Guardian Tracking

2014 - 2016 Strategic Plan

ECCS

6

ECCS Strategic Planning and Budget Preparation Each City Department uses the City’s Strategic Plan as a guide to establish a Department/Division Strategic Plan, which in turn determines Budget implementation in relation to these plans. Every year (June), ECCS will undertake a scheduled and coordinated approach to establish goals, review performance, and determine budget allocation by gathering input from all employees and holding a “Strategic Planning Meeting”. The main goal of the Strategic Planning Meeting will be to address the needs of our personnel and our operations to include equipment acquisition and replacement.

PLANNING PHASES MONTH

Annual Budget Caucus October

Operating Budgets due to Management Services

November/December

ECCS Budget Presentation to MLT January

ECCS Budget Presentation to Council March/April

Review of Strategies & Initiatives March

ECCS Annual Report April

City of Virginia Beach Final Budget Approval

May

ANNUAL Strategies and Initiatives Planning Meeting

June


ECCS

7

Strategies

1. IMPROVE WORKFORCE & EMPLOYEE RETENTION THROUGH HIRING, TRAINING, RECOGNITION

AND EMPLOYEE PROFESSIONAL GROWTH 2. IMPROVE SERVICE REQUEST PROCESSES 3. ACHIEVE AND RETAIN ACCREDITATION & CERTIFICATIONS 4. INCORPORATE ADVANCED TECHNOLOGY AND BEST PRACTICES TO IMPROVE SERVICE 5. PROVIDE QUALITY CUSTOMER SERVICE


ECCS

8

STRATEGY 1: IMPROVE WORKFORCE & EMPLOYEE RETENTION THROUGH HIRING, TRAINING, RECOGNITION AND EMPLOYEE PROFESSIONAL GROWTH INITIATIVE 1: HIRING Actions: Through planning and investment in our hiring processes our probationary members will have the skills and capacity to provide a consistent level of quality service for our stakeholders.

Meet and/or exceed all Federal and State employment guidelines

Participate in community outreach activities and job fairs

Strengthen Inclusion & Diversity recruiting efforts

Maintain a continuous hiring process

Develop a marketing and recruitment plan to extend position job announcements to target qualified candidates inclusive of high school and college students

Grow the volunteer resource program to include PSET1, Call Taker 1 and Administration section

Continued identification of essential knowledge, skills and abilities and personal characteristics for all positions

Measurement Tools:

Applicant Data

CritiCall Data

HPI Data

Oral Panel Interview Results

Probationary Employment Data

Hiring Timelines Expected Outcome:

Diversity of ECCS workforce that is more in line with demographics of the community

Increase the number of opportunities for participation in the departmental volunteer resource program

Hiring a full authorized compliment for each academy

Increased Operations Staffing

Final eligibility listing of qualified applicants should be at the high end of the testing standards

Increased participation in community outreach and job fairs per year by 10%

Increase qualified and diverse applicant pool by 10%


ECCS

9

INITIATIVE 2: PROVIDE AND EVALUATE TRAINING TO ENSURE EMPLOYEE SUCCESS DURING THEIR PROBATIONARY PERIOD. Actions:

Instructors remain subject matter experts by continuously increasing their knowledge of assigned topics, with any changes and updates to ensure the latest information is provided during instruction

Ensure an adequate number of qualified trainers are available to meet the training demand

Timely and uninterrupted training provided by qualified trainers

Update and replace/install technology software/hardware to increase entry level training capabilities Ability to mirror floor operation - software/hardware - within training environment

Develop training segments that allow for employee self-study

Implement industry standards and best practices used for training of new employees

Measurement Tools:

Utilization of industry standards, best practices, and certification requirements by Instructors and trainers

Post academy/instruction evaluations

Classroom equipment/resource inventory

Daily staffing report

Training status/progression spreadsheet

Exit Interview questionnaires

Number of employees attaining career progressions within established parameters

Expected Outcome:

The percentage of probationary employees successfully completing academy instructions is 80%

The percentage of post academy probationary employees completing on the job training for entry level positions eligible for career progression is 90%

Academy/instruction evaluations of random topics with number of negative comments of less than 10%

Maintain Project 33 certification/APCO and CALEA Accreditation

Lessons plans/Instructions relevant to current industry standards/best practices

Increase employee satisfaction with training

Less than two negative Exit Interview Questions indicating training as a factor

Reduce wait time for training when probationary employee becomes eligible

Operations staffing numbers that support a training ratio of one to one


ECCS

10

INITIATIVE 3: ENHANCE EMPLOYEE CAREER PROGRESSION AND PROFESSIONAL GROWTH THROUGH RELEVANT AND STRUCTURED INTERNAL AND EXTERNAL TRAINING. Actions:

Maintain certification/recertification and enhance professional growth VB9-1-1 Division - completion of two (2) CDEs a month: One to be an In-house Training to

benefit from that program VB3-1-1 Division – research and analyze certification training, implement 2016

Expand professional certification opportunities, incorporate professional training (delegation, team building, supervision) and process training (HR, finance, other public safety/information agencies) reflective of job assignment as minimum performance requirements for current and newly promoted employees

Improve career progression plan for all divisions Improve VB9-1-1 career progressions plans Improve VB3-1-1 career progression phases

o Include observations with partner agencies

Review classification of current administration/support positions

VB9-1-1 employees who are actively training on a radio will participate in a ride-a-long for all public safety providers

Update and replace/install technology software/hardware to improve accessibility and availability of training

Communicate a wide variety of training opportunities available for all employees Develop training segments that allow for employee self-study

Measurement Tools:

Increase in relevant muster/meeting training provided by SME

Member Survey results (city)

Employee’s Performance and Development Plans

Training status/progression spreadsheet

Department/Employee certification spreadsheet Certificates of Achievement

Expected Outcome:

Improved Knowledge, Skills and Abilities

100% of permanent Call Taker 1’s progressing on to Call Taker 2’s

100% ride-a-longs during each VB9-1-1 radio training phase

Annual in-service instituted for VB3-1-1/Admin

Better understanding of the complete Public Safety Agency Group Professional awareness of job and functions of the departments we provide service for

100% of employees certified

50% of training being conducted through on-line/self-study

100% of employees trained through in-service training

Actual time required for employees to career progress is reduced

Recognition as an industry leader in the profession


ECCS

11

INITIATIVE 4: ENHANCE CURRENT MENTOR PROGRAM TO AID IN RETENTION Actions:

Research and develop a structured mentor training program for team members

Maintain member participation by conducting annual program awareness

Expand the mentoring program department wide – identify best practices and develop formal program through each level including a supervisor sponsor Develop tools to measure success of the program

Create mentoring situations that encourage skill set development Measurement Tool:

Member’s satisfaction survey conducted by city

Retention points (1 year, 3 year & 5 year) results

Employee feedback on evaluation tools

Exit interview tools

Expected Outcome:

Improve retention by 5%

Expanded participation in mentor program department wide

Realistic view of department operations and support

Improved quality work life for employees

Annual mentor training INITIATIVE 5: IMPROVE EMPLOYEE RECOGNITION PROGRAMS Actions:

Implement additional recognition programs – Director’s Award

Increase member participation by conducting annual program awareness

Increase recognition likelihood by improving accessibility of elective training through technology

Ensure service awards are recognized in a meaningful way by the department

Institute a point system for VB3-1-1 QAs

Evaluate the current recognition programs

Develop administration/support recognition program and measurement tool Measurement Tool:

Employee’s Performance and Development Plans citing elective training completed

Member Survey – (city)

Reward Spreadsheet

3-1-1 Recognition Process

Expected Outcome:

Improve quality work life

Employee’s pride in accomplishments

5% increase in the number of employees being recognized

Increase elective training by 5% thereby increasing points towards recognition program


ECCS

12

STRATEGY 2: IMPROVE SERVICE REQUEST PROCESSESS INITATIVE 1: Improve Queue Times Actions:

Answer 9-1-1 calls in 10 seconds or less during busiest hours based on the NENA standard (911) Call Overload conditions formula

Average answering of 3-1-1 calls in 20 seconds or less (3-1-1)

Reduce queue times for Public Safety Calls for service (CFS, Alarms) (9-1-1)

Reduce queue times for non-emergency Public Safety Calls for service (PD INFO, PS INFO, Animal Control) (9-1-1)

Transfer Animal Control Call Taking to 311 (leave in place for 911 training)

Evaluate individual agent performance

Install systems and train employees on new service request technologies (Mobile Apps, Text to 911, ASAP – Automated Secure Alarm Protocol, etc.)

Measurement Tools:

Call queue analysis

Quality Assurance analysis

COMMSTAT analysis

Staffing reports

Agent performance reports

Systems Reports (such as online assistance, text to 911, mobile applications, etc.) Expected Outcomes:

Answer 90% of 9-1-1 calls in 10 seconds or less during busiest hours.

Budgetary staffing allocation requests are based on report analysis

Enhance management of skillsets at the supervisor level (telephony, online assistance, etc.)

Expansion of personnel skillsets (job descriptions, cross over)

Reduction of queue times

Improve employee efficiency and accountability


ECCS

13

INITIATIVE 2: Improve Call Processing Times (Receipt to Entry) (911 & 311) Actions:

Process priority 1 EMS calls for service in 120 seconds or less (911)

Continue to work with Fire Department to reduce case entry times

Complete 3-1-1 calls through 1st call resolution

Process 3-1-1 service delivery calls (i.e. PUBU, PUBW) in 120 seconds or less (this is dependent on system and/or process put in place)

Process 3-1-1 tow data calls in 120 seconds or less (per entry)

Evaluate Individual agent performance

Decrease number of service requests received via phone calls

Continued evaluation of the EMD Process Measurement Tools:

Call queue analysis


COMMSTAT analysis

Agent performance reports Expected Outcomes:

Process 90% of priority 1 EMS calls for service in 120 seconds or less (9-1-1)

Process 90% of Fire calls for service in 120 seconds or less

Answer 80% of 3-1-1 calls in 20 seconds or less

Complete 70% of 3-1-1 calls through 1st call resolution

Process 90% of 3-1-1 service delivery calls in 120 seconds or less (Receipt to Entry)

Process 90% of tow data calls in 120 seconds or less (Receipt to Entry – per entry) (3-1-1)

Improve employee efficiency


ECCS

14

INITATIVE 3: Improve Dispatch Processing Times (Entry to Dispatch) Actions:

Dispatch priority 1 EMS calls in 90 seconds or less

Work to achieve compliance with NFPA Standard 1221, 7.4.2 - Combined call taking and dispatch time of fire calls

o 90% of emergency call processing and dispatching shall be completed within 60 seconds o 99% of emergency call processing and dispatching shall be completed within 90 seconds

Dispatch City agencies/services in 5 minutes (3-1-1 & 9-1-1)

Develop system processes to capture accurate dispatch processing times for PD dispatch priority 1 and 2 calls for service

Evaluate individual agent performance Measurement Tools:

Call queue analysis


COMMSTAT analysis

Agent Performance reports Expected Outcomes:

Dispatch 90% of priority 1 EMS calls in 90 seconds or less

Process and Dispatch 90% of Fire calls in 60 seconds or less

Dispatch 90% of City agency/service calls in 5 minutes (3-1-1 & 9-1-1)

Method to measure Police processing times

Improved employee efficiency INITIATIVE 4: Improve Electronic Service Request (Emails, Online Assistance, Text to 9-1-1) Actions:

Complete electronic service requests through 1st contact resolution or referral

Provide accurate information

Implement a text to 9-1-1 solution(s) Measurement Tools:

Electronic Service Request Analysis (spreadsheet)

Online Assistance Reporting Tool


Call queue analysis Expected Outcomes:

Complete 100% of electronic service requests through 1st contact resolution or referral

Achieve 90% accuracy in information provided

Reduce telephone queue times


ECCS

15

STRATEGY 3: Ensure 100% compliance for re-accreditation by promoting and enhancing awareness and understanding of accreditation so that all members embrace the process and continuously strive to provide quality customer service in all aspects of their job. INITIATIVE 1: All employees participate and have ownership in the process Actions:

Provide awareness and education with a top-down approach To include training through meetings, musters, training bulletins, etc., focusing on the

benefits of accreditation

Adjust our processes to automatically incorporate verification that standards are met, up-to-date, and live by the letter and spirit of the standards

Measurement Tools:

Training with testing to ensure comprehension of standards

Training in PowerDMS

Comprehensive review of current policies and processes to ensure standards are met Expected Outcomes:

PowerDMS is utilized to assign personnel with tasks to address and prove standard compliance. Key personnel are responsible for the tasks assigned By spring of 2016 all personnel are responsible for tasks assigned

Ensure all staff members are not only aware of but understand the standards as they relate to their duties

PowerDMS is used as a testing and training site for 80% of all employees INITIATIVE 2: Review and update policies and procedures to promote comprehensive direction and utilize the most efficient use of resources to improve service delivery to both internal and external customers. Actions:

• All ECCS employees review and provide electronic signatures on all policies by the spring of 2016 Measurements:

100% Signatures Expected Outcomes:

• Written processes are administered according to policy

PowerDMS is a mainstream tool in use by all ECCS FTE employees


ECCS

16

INITIATIVE 3: The on-site assessment is performed efficiently and effectively without any applied discretions. Actions:

Utilize CALEA’s guidelines when developing proofs of compliance: The directives, documentation, interview, or observations are relevant and appropriate to

the standards being addressed; Information does not conflict with another standard statement or agency; and The proof(s) presented show continued compliance throughout the three-year assessment

period or for the time period the standard is applicable to the agency

Hold a mock assessment at the mid-point and 4 months prior to the on-site assessment

Review assessment mock outcomes and develop an action plan to address gaps Measurements:

Successful on-site audit

Number of file maintenance errors

Number of Applied discretions

ISSUES

**PROJECTED**

2011 2014 2017

File Maintenance Issues

3 <8 <2

Applied Discretions

6 <4 <2

Awards Received

Yes Yes Yes

Expected Outcomes:

100% of all Mandatory standards and at least 80% of applicable Other-Than-Mandatory standards

Less than 8 file maintenance errors

Less than 4 Applied Discretions


ECCS

17

STRATEGY 4: UTILIZE ADVANCED TECHNOLOGY TO IMPROVE SERVICE

INITIATIVE 1: Upgrade or Replace ECCS Infrastructure Equipment & Software Actions:

Upgrade and replace Computer Aided Dispatch (ECCS) software

Upgrade and replace Customer Premise Equipment (911) hardware and software

Update 311 Technology to include CRM type solutions, (311) Analyze citizen access capabilities, i.e. mobile apps, etc.

Upgrade and replace Console Equipment (911)

Upgrade and replace mapping solutions (ECCS)

Develop refresh plan to upgrade AV equipment (ECCS)

Implement an automated scheduling solution (ECCS)

Complete staff work to analyze implementation of back up equipment and facilities for COOP Plan (ECCS)

Upgrade the Digital Voice/Data Logger and expand its capabilities to include screen shots (ECCS)

Measurement Tool:

Complete CAD/Mobile replacement and upgrade by 2nd Quarter FY16

Complete CPE upgrade by 3rd Quarter FY14

Initiate 311 Technology solution by 4th Quarter FY14

Complete needs analysis for alternate citizen access capabilities

Complete Console upgrade by 4th Quarter FY14

Pilot of scheduling solution by 4th Quarter FY14

Incremental staff work completed by 3rd Quarter FY14, 4th Quarter FY14, 1st Quarter FY15 related to COOP plan

Complete Digital Voice Logger upgrade/replacement by 4th Quarter FY 16

Expected Outcome:

Improved operational efficiency and data interoperability to include regional information sharing

Continued operational readiness of all vital communications facilities and equipment

Hardware refresh for all existing Mission Critical Workstations

Efficiencies of schedule, leave and OT processes

Improvement of data collection, analysis, recommendations and reports

Identification of gaps and opportunities to initiate COOP Plan Submission to advance COOP Plan in FY16 budget

Reduction of Queue times


ECCS

18

INITIATIVE 2: Migrate to IP-based Call Handling Actions:

Upgrade and replace Customer Premise Equipment with IP-based system (ECCS)

Replace Legacy Selective Router (911)

Upgrade and replace ALI Database Management Service (911)

Integrate additional services to improve location accuracy, inclusive of the Z coordinate (ECCS)

Migrate to NG9-1-1 based on status of standards, governance and funding (911)

Analyze big data storage solutions (ECCS) Measurement Tool:

Complete CPE Upgrade by 4th Quarter FY14

Complete Legacy SR upgrade by 4th Quarter FY14

Complete ALI DB Management Service Update by 4thQuarter FY14

Update timeline for NG9-1-1 migration based on status of state plan or regional/local implementation opportunities

Complete needs analysis by 4th Quarter FY14 for storage solution

Expected Outcome:

Expand call-taking capabilities to include text to 9-1-1, photos, call-related data such as automated crash notifications with associated telemetry and eventually video

Improved backup call-taking solution, disaster recovery and overall system reliability

Knowledge of cost & functional requirements of big data storage solution

Improved accuracy of real time location information


ECCS

19

STRATEGY 5: ENHANCE QUALITY CUSTOMER SERVICE

INITIATIVE 1: Improve Quality Assurance and Improvement Program

Actions:

Request a formal department level quality assurance/improvement team/section during the FY16 budget process Implement and sustain an on-going Quality Improvement Program

Measurement Tool:

Quality assurance analysis

PEWs analysis Expected Outcome:

Improved overall agency performance

Improved scoring on Citizen Satisfaction Survey INITIATIVE 2: Increase Customer Satisfaction

Actions:

Conduct Customer Service training

Enhance community involvement and public education

Develop survey for internal public safety customers Request feedback from phone customers Expand LivePerson exit survey usage Develop and utilize surveys for VB Alert opt in customers

Measurement Tool:

Review the City’s Biennial Citizen Satisfaction Survey – this is an action, in particular is we want to impact the survey

Review of responses to internal surveys to assess overall agency performance

Record and review phone customer feedback

Review LivePerson exit survey results

Review VB Alert opt in survey results Expected Outcome:

Maintain citizen satisfaction rating of 95% or greater

Compile and evaluate realistic data on customer expectations and evaluations of current services

department of emergency communications and citizen services · 2014 – 2016 strategic plan eccs 3...

Documents