1. 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.

2. 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?

4. 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.

6. 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

7. 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

11. 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)