Calls for Svc Mission Calls for Svc Vision Our mission regarding calls for service is to answer each call as promptly as possible and to complete the call having provided the customer with the best possible solution at the time. Calls for Svc Vision Our vision regarding calls for service is to utilize technology and process solutions to deliver customer service in an efficient manner while assuring institutional compliance with applicable regulations.  

Charter IT solutions around the corner? Mission – Establish an improved Calls for Service Process Burning platform – Existing process consumes too much time & resources; blurs accuracy of real-time data needed by officers for safety of others and themselves; is more prone to potential errors that could affect timeliness and accuracy of reporting requirements. Process Description –To establish a value-added Customer Calls for Service process that provides accurate and easily accessible real time and stored information for officers on duty and for later analysis and reporting. Problem Statement – Present system is 100% manual and a train wreck Sponsor – Gail Wolford Process Owner – Lavoyed Hudgins Team Lead – Brad Cole Facilitator – Derrick Singleton Team – Derrick Singleton, Lavoyed Hudgins, Brad Cole, Tom House, David Tipton, Tim Glotzbach, Jayla Pennycuff, Morgan Mills IT solutions around the corner?

SIPOC Suppliers Inputs Process Outputs Customers Completed CFS Completed Svcs & Patrols Parking control Weather warnings Training Education of labor students Reporting requirements Equipment Vendors Consultants Tools & Training Visitors City/County response officials College Svcs & Mgmt Students, Staff, Faculty CFS (Calls for Service) Routine Svcs & Patrols Weather conditions Events or Special Requests Emergency Ops Plan Building/Fire Code requirements Clery Act Minger Act OSHA/EPA regs SOP’s Departmental Policies Students, Faculty, Staff Visitors City/County response officials Government agencies College Svcs & Mgmt Who provides those inputs? Policy Constraints What processes are you bound by, that you must change to change a process? What do your customers need from you? What inputs are needed to create the outputs? To whom do you provide product, info, services.

SWOT Profile Strengths Weaknesses Opportunities Threats New & incoming new leadership BCCAN developing ownership Diverse personalities & expertise Employees see value of work Lack of ability for inter-shift communication No checks or reminders for dispatch or officers Redundancies in data entry/reporting Strengths Weaknesses Opportunities Threats CAD System Continued and advanced training Ability to track personnel usage Economic Constraints Lack of interest or understanding of need

Gap Analysis Opportunities and Priorities Existing process consumes too much time & resources; blurs accuracy of real-time data needed by officers for safety of others and themselves; is more prone to potential errors that could affect timeliness and accuracy of reporting requirements. The focus will include: Identification of value added & non-value added steps Elimination of non-value added steps Identification of any existing constraints Creation of Standard work Identification of takt time, Improvement of cycle time

Notes for Report Out Savings 1,000 hours/year at $18.90/hr. = $18,900 30% increase in first time quality of reports reduces chance of filing incorrect crime reports under the Clery Act (Federal) and Minger Act (State)