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Performance Measures: 911 Emergency Call Centers

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Curtis Shaffer

While I have worked with the Center of Performance Measurement quite extensively in the past, CPM has yet to develop measures for local or regional 911 call centers. I am in the process of developing a new 911 strategic plan supporting our County and Public Safety Strategic plans.

While I have a number of reasonalbe draft KPI's based on our existing data sources, I would like to see if there are examples of outstanding 911 performance measures, leading and lagging indicators, or balanced scorecard measures currently used by other localities and/or regional 911 call centers. I am hoping that someone who has some examples that are established predictors for 911 performance.


Answers

 
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Thomas Wieczorek

ICMA Center for Public Safety Management has worked with our strategic partner, iXP Corporation, on a number of communication studies that were part of comprehensive analyses of public safety service delivery. Some of the key points can be found in a presentation made by Rick Dale of iXP at this site: icma.org/Documents/Document/Document/303319

You might also check their web page for specific city examples and/or copies of studies.

 
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Tom Crawford

Curtis - the City of Ann Arbor is presently transferring responsibility for local 911 from in-house to a contract with county. This transfer includes peformance standards measured with the following. You may find these helpful since there was considerable discussion about these. AA = the city & WCSO = the county.

Operational
• Call volume (911 by jurisdiction; AA &
WCSO non emergency)
• Number of calls for service
• Speed to answer (mean, min, max)*
• Speed to dispatch / length of call hold

Financial
• Performance to budget
• Total OT hours
• OT percentage (# OT hrs./ #Tot. hrs.)
• Productive labor hours
• Cost per 911 call
(Emergency/nonemergency) (mean,
min, max)

Service Quality
• Officer satisfaction
• Command satisfaction
• Citizen satisfaction
• Call scoring (behavior-based)
• Number of complaints by jurisdiction

Development
• Hours of training per employee
• Number of certifications per employee

 
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Michael Smith

The City of Oklahoma City uses a family of measures approach, consisting of Results, Outputs, Demands and Efficiencies when considering performance of programs such as our 911 Communications program.
Result measures are:
% of emergency calls answered within 10 seconds
% of life threatening (Priority 1) calls dispatched within 2 minutes 30 seconds
Output measure:

of emergency calls serviced, both 911 and seven digit calls

Demand measure:

of calls received, both 911 and seven digit calls

Efficiency measure:
$ expenditure per call received
Additional performance measure information can be found on our public reporting site at:
http://www.okc.gov/finance_tab/LFRForCitizens/Forms/LFRMetrics.aspx

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