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HomeMy WebLinkAbout1990-05-01; City Council; 10609; RECOMMENDATION TO IMPLEMENT CALL PROCESSING TECHNOLOGYt'l Y , AB#- TITLE: MTG.J&,x&- RECOMMENDATION TO IMPLEMENT DEPT.i CALL PROCESSING TECHNOLOGY A*% DEPT. CITY P CITY n b f $4 er s !E % 2 0 a E $ 8 2 3 L v Alr=N WOILL ur bnwaunv - RECOMMENDED ACTION: Adopt Resolution No. 96 -[a, authorizing staff to implement call proces requesting proposals to upgrade the City's telephone system; negotiating a c with Dialpro, Inc., as sole source; and transferring funds. ITEM EXPLANATION The City staff has been aware of complaints from citizens and commen employees indicating the City is experiencing communication problems w telephone system. Examples of complaints include such things as unanswered not being able to reach the desired party on the phone, and "telephone ta fact, statistics show that 75% of all business calls are not completed on tt attempt; and an average game of "telephone tag" consists of 3.5 calls. Call processing was identified as a possible solution to many of the communication problems. It is a computer technology that answers, exte connects callers, and takes messages if necessary. It also provides a 'Ibi board" type of service. And, call processing will answer calls 24-hours a ( days a year, with appropriate informational messages. A full analysis was conducted to identify specific communication problems city; to examine the features of call processing; and to determine implementation of call processing technology would reduce the commur problems. The conclusion was that implementation of call processinc significantly improve communications. The next step was to find the call processing system that would best situation and needs. Four systems were identified that work with our tc systems: (1) Centigram; (2) Octel; (3) AVT; and (4) VMX. Vendors reprc those systems completed a questionnaire concerning system features and opc The result of the feature comparison is a recommendation to install the VMX VMX is sold through many authorized firms, but they do not cross county 1- sales and/or installation. Dialpro, Inc. is the authorized vendor in S; County; therefore it is recommended that staff be authorized to negotiate a ( for the purchase and installation of the VMX call processing system from 1 Inc. as a sole source. During final stages of call processing analysis, the manufacturer of our tt system released new upgrade options. That opened the door for altt installation configurations to implement call processing. The question the1 "Which method of installation would be best in terms of caller care and c( \T Y- .* 0 a <- Page 2 Agenda Bill # /tit$@? The consulting firm of Barry/Buckley International, Inc. was hired to assi the technical analysis of the installation options. The resulting recomme is to upgrade our city telephone system hardware and software in conjuncti installation of the call processing. This will give the best call coverage least cost. There are several vendors who are qualified and capable of installing the to the city phone system; therefore it is recommended that staff be author prepare specifications and request proposals for the upgrade of the City' system. If Council approval is received, implementation will take approximately 3 FISCAL IMPACT The estimated cost to upgrade the telephone system is $63,000. The estimat to install the VMX call processing is $174,000. Therefore, total cost to in call processing is estimated at $237,000. Some return on investment can be estimated using some basic assumptions. 1 standards indicate that it takes one and one-half minutes for an individual ' a message". Applying that standard to an average of 40 messages per month 36 employees in the organization who spend a great deal of time takin messages calculates to an annual "message-taking" cost of $85,536. Prt conservatively, if call processing eliminated one-half of those "would be" mc annual savings of $42,768 would be real ized. Though the term savings is used, it does not mean that the money would not bc That money is paying salaries of employees, and would continue to be paic employees; but the employees' time could be utilized more effectively o tasks. Adoption of the attached Resolution will appropriate $250,000 from the unappropriated fund balance to the Information Systems Administration Capita Account for the installation of call processing, and will authorize s proceed. EXHIBITS : 1. Resol uti on No. qi; -/Ah , authorizing staff to implement call proces requesting proposals to upgrade the City's telephone system; negoti contract with Dialpro, Inc., as sole source; and transferring funds. 2. Memorandum to Assistant City Manager dated April 9, 1990 with exhibit: c .^ -i 6 1 2 3 4 RESOLUTION NO. 90-126 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD, CALIFORNIA, APPROVINGTHE IMPLEMENTATION OF CALL PROCESSING TECHNOLOGY; AND TRANSFERRING FUNDS. 04 5l 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 e 0 WHEREAS, the City is experiencing communication problems with its tl system; and WHEREAS, staff analyzed the communication problems; and WHEREAS, staff analyzed call processing systems and implemt alternatives; and WHEREAS, it has been determined that the implementation of call prc technology would reduce the City’s communication problems; and WHEREAS, funds are available in the general unappropriated fund t NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Ca California, as follows: 1. That the above recitations are true and correct. 2. That staff is authorized to implement call processing by rec proposals to upgrade the City’s telephone system. That staff is authorized to negotiate a contract with Dialprc as sole source, for the purchase and installation of the VI processing system. That the appropriation of $250,000 from the general unappropriat balance to the Information Systems Administration capital account for the acquisition and installation of the hardw; software is hereby approved. 3. I 4. (44 h- ., 1 2 3 4 5 6 7 8 9 10 11 12 13 l4 l5 l6 l7 l8 l9 2o 21 22 23 24 25 26 27 28 0 m PASSED, APPROVED AND ADOPTED at a Regular Meeting of the City Coi the City of Carlsbad on the Ist day of May , 1990, by the fc vote, to wit: AYES: Council Members Lewis, Kulchin, Mamaux, Larson & Pettine NOES: None ABSENT: None ATTEST : aQ.xkd ALETHA L. RA"TiNK-1 (SEAL) \\\ \\\ \\\ \\\ \\\ \\\ \\\ \\\ \\\ \\\ \\\ \\\ \\\ \\\ -E b 4 m m ,- L April 9, 1990 TO: FRANK MANNEN, ASSISTANT CITY MANAGER FROM: Information Systems Director RECOMMENDATION TO IMPLEMENT CALL PROCESSING TECHNOLOGY Following a detailed analysis, I recommend that call processing technology t installed in the City of Carlsbad. Implementation of this technology wil greatly benefit citizens and employees. More specifically, installation of ca' processing relates directly to the following City Council Goal: Provide services in a responsive, open and efficient manner for Counci 1 , Citizens and User Departments. BACKGROUND Telephones are an ingenious invention with a primary purpose of improvii communication. No matter how great the telephone is, however, it still has 01 major weakness -- both the caller and the person being called must I simultaneously present and avai 1 ab1 e. Anyone who has ever placed a telephone call has become quite familiar with tl problems which can occur when the called party is unavailable. The result a whole series of popular new games such as "Mystery Message", "Pink Slip Poker' and that well-known game of "telephone tag". Studies show that a full 75% of all business calls are not completed on the fir: attempt. The result is an incredible amount of wasted time, energy and pi1 slips. Statistics also show that an average game of "telephone tag" consis. of 3.5 calls. I was personally expending a tremendous amount of time and energy playii "telephone tag". Compl aints from other departments about communication probl el were also increasing substantially. Since I had heard good things about tl call processing technology, I decided to examine our communication problems ai explore the possibility of using call processing to solve some of those problem f Ud e 0 ,- Page 2 April 9, 1990 ANALYSIS In order to compare problems with the possibility of a voice mail solution, first had to educate myself about the capabilities and features of cal processing. 1. Call processing should not be confused (or compared) with an answerin 2. 3. Call processing operates over existing phone lines. 4. Call processing significantly reduces the amount of telephone tag. 5. Call processing is not intended to replace contact with humans. The intei and focus is on "caller care". Following are some relevant facts about the technology: machine. The technology is not new. It has been around since the late 1970's. 6. Call processing delivers the total message. 7. Call processing is more accurate than "pink slips". 8. Call processing provides callers with less time "on hold". 9. Call processing improves internal and external communications. 10. Call processing frees time of many employees, thereby allowing them 11. Call processing can be extremely flexible and designed to meet vari 12. Call processing would enable the city to provide "bulletin board" ty The above information, however, was just the beginning of the full analys- The problems had to be identified; call processing capabilities analyzed; i then a determination made on whether call processing could assist with some any of those problems. reallocate that time to other vital tasks. needs. services. p yv e e \- Page 3 April 9, 1990 PROBLEM IDENTIFICATION To identify the problems, I contacted each department head; explained what was doing, and asked them who they wanted me to meet with from their departments I then scheduled meetings with their designated department representatives, wh were encouraged to include any and all employees they felt should be include in the discussions. Those meetings were attended by approximately 40 employees. The employees wer given an overview of call processing technology, and were then asked 1 brainstorm about their existing communication problems. We then explored tt possibility of using call processing to solve these problems. The response was overwhelming in support of implementing call processing. St attached Exhibit "A" titled "Synopsis of Comments with Department; Representatives" which summarizes the comments/resul ts of the meetings with eac departments' representatives. Those meetings convinced me that call processii could save money and improve communication, both internally and externally. Exampl es : 1. A Clerk Typist at Las Palmas spends approximately 90% of her time in phonc re1 ated tasks. The Cashier at Las Palmas spends approximately 35% of her time in phon related tasks taking messages and transferring calls. The Risk Manager's Secretary spends approximately 35% of her time taki messages. The Personnel Department's Secretary spends approximately 35% of her ti taking messages. The Housing Receptionist spends approximately 70% of her time answeri the tel ephone. telephone tag that occurs. Most departments complained about unanswered phones in other department 2. 3. 4. 5. 6. Practically all departments commented on the significant amount 7. t 14 e 0 L- Page 4 April 9, 1990 There are many other examples in the attached Exhibit "A" which explain ha communications could be improved, and how the time of employees could be use for other tasks if call processing were implemented. Therefore, I decided t gather information from vendors of four call processing systems that are knoh to work with our telephone switch technology. I wanted to analyze systems in terms of their ability to meet our needs, so prepared a questionnaire (see attached Exhibit "B") concerning call processin capabilities, and mailed it to the vendors. The questionnaire was completed by vendors for the following call processii systems: (1) Centigram; (2) Octel; (3) AVT; and (4) VMX. After analysis it Wi determined that the VMX system has the greatest flexibility and emphasis ( call er care. As an additional test, the vendor set up a demonstration line for city employec to call. This provided a sampl ing of what a person call ing a city facil i ty migl hear. Over 30 employees called the demonstration line, and the response fri a1 1 was favorabl e. VMX is sold through many authorized firms, but they do not cross county lini for sales and/or installation. Dialpro, Inc. is the authorized vendor in S Diego County; therefore it is recommended that staff be authorized to negotia a contract for the purchase and installation of the VMX call processing syst from Dialpro, Inc. as a sole source. INSTALLATION ALTERNATIVES During final stages of call processing analysis, our PBX manufacturer releas new upgrade options for our telephone switches. That upgrade opened the do for alternative configurations and installation options -- all of which wou work. terms of caller care and cost". The consulting firm of BarrylBuckley International, Inc. was hired to assist wi the technical analysis of the installation options. The resulting recommendati is to upgrade our PBX hardware and software in conjunction with installation the call processing. This will give the best call coverage for the least cos There are several vendors who are qualified and capable of installing the upgra to our switches; therefore it is recommended that staff be authorized to prep; specifications and request proposals for the upgrade of the Citj telecommunication system. The question then became "Which method of installation would be best r 'c4 0 0 *. Page 5 April 9, 1990 FISCAL INFORMATION The estimated cost to upgrade the telephone switches is $63,000. The estimate cost to install the VMX call processing is $174,000. Therefore, total cost t implement call processing is estimated at $237,000. Savings can be projected even though the precise return on investment cannot t cal cul ated. Three cl erica1 employees were queried about the average number c telephone messages they take each month. The actual count ranged from 35 to E messages per month for each employee. Industry standards indicate that it takc one and one-half minutes for an individual to "take a message". Based on th; information, calculations show that the message taking cost to the city for on1 three employees is $594 every month, or $7,128 per year. Projecting that analysis throughout the organization, 36 clerical employees we) identified who currently spend a great deal of time taking phone messages. Usir an average of 40 messages per month, the "message-taking" cost is $7,128; ( $85,536 annually. Projecting conservatively, if call processing eliminated ont ha1 f of those "would bel' messages, annual savings of $42,768 would be real izec Though the term savings is used, it does not mean that the money would not I spent. That money is paying salaries of employees, and would continue to I paid to the employees; but the employees' time could be utilized more effective' on other tasks. CONCLUSION It is recommended that staff be authorized to implement call processing I requesting proposals to upgrade the City's telecommunication system ai negotiating a contract with Dialpro, Inc. as sole source. The Finance Departmei has indicated that if Council approval is received, funds will be available frc the unappropriated fund balance. I would be happy to discuss this further and answer any questions you may havi - 4- L E RAUTENKRANZ LR:ws Attachments a 0 Exhibit "A" -1) 4 + 1- SYNOPSIS OF COMMENTS WITH DEPARTMENTAL REPRESENTATIVES Las Palmas 45% of calls - from developers/consultants/citizens 25% of calls - internal calls 10% of calls - vendors 20% of calls - family & friends - Large volume of incoming calls. 90% of a Clerk Typist's time spent with telephone tasks at the console. - Many callers know the extension number of the individual they which lends itself to use of voice mail. - Calls come in to the Console and are transferred to an extensi If no one answers, the call forwards somewhere else. If that p? answered, a message is taken. If that person is not at the stat the phone continues to ring until the caller gives up and hangs - Las Palmas wants system to answer calls first and give caller message followed by short menu of options such as: Building, dial 1 Engineering, dial 2 Planning, dial 3 If unsure of the department, dial 0 - System could be used for inspection lines (Building and Enginc Inspections). People could leave pertinent information to requc inspection after being prompted by the system for specifics. - LOTS of telephone tag complaints by Las Palmas employees. - U/M wants system to answer calls first and give callers short of choices such as: Water Maintenance, dial 1 Street Maintenance, dial 2 - System could call pager (or telephone number) if receive mess; from pump station. - Mailboxes could improve communications with external consultai - Approximately 35% of cashier's time is spent taking phone mess It would be desirable if that time could be used on other tasks, - People may leave their desk for a short time -- calls go to ci or to other designated answering point such as a secretary, who message -- people go back to desk without checking at the front the cashier to see if they have any messages. Often there is a significant delay in getting messages. - The Clerk Typist's time could be used more effectively if sysl were utilized by even 50% of those calling Las Palmas. -0 5 0 e 1- Page 2 Departmental Synopsis Purchasing - Problems trying to reach people on phone at other facilities ( Palmas, etc. ) . - Problems concerning Storekeepers phone. Callers need the Storekeeper only, so rest of staff spends a great deal of time 'h messages since the Storekeeper is in and out a lot. - Problems with Mailroom operation. Messenger is out most of tl time, and her phone/operation is not within sight of Purchasing, again a great deal of time is spent writing messages. 90% of calls - vendors 5% of calls - outside callers 5% of calls - family & friends - Complaints about excessive amount of telephone tag. -1 '. t 0 e I- Page 3 Departmental Synopsis Personnel and Risk Management - Risk Management is a 2-person operation. Many times both empl are out of the office. If calls are forwarded, they go to the C Manager's Office where they write messages. forwarded (for short absences), callers get no answer, and call another department to complain. - Many calls must be handled by the Risk Manager, so at least 35 Secretary's time is spent taking messages. - Risk Manager deals with many outside attorneys (workers comp a liability). It would be beneficial if those attorney's had thei mailbox in the city system so they could exchange information wi Risk Manager without phone tag. - Personnel Department's secretary spends at least 35% of her ti merely taking phone messages for others in the department. - There is a significant amount of phone tag played by the depar employees. - Jobline would be an appropriate application. There could be E of openings, and a menu choice if caller desires more informatic about a particular job opening. There are currently limitations result of the 60-second time limit on the answering machine. - Personnel gets a number of calls from prospective applicants P to know city benefits. That could be a menu choice selected by callers. - Callers could leave their name and address requesting city employment application form (they currently use the answering mi for this with space limitation). - Personnel could have a mailbox for callers to get exam result: - A separate mailbox could be designated for insurance carriers If calls are not .I 'r I e e ,. Page 4 Departmental Synopsis Fire Department - The Fire Department commented on the excessive amount of phone in the organization. - Fire felt an appropriate application would be the handling of callers after hours, and the ability for the system to change it message automatically to deal with the different hours. - Different menu choices seen as desirable for Fire were: For information on a burn permit; To talk with the Fire Marshall; Fire Prevention (with the following submenu of choices): Weed Abatement Plan Inspection Fire Marshall General Information - Voicemail was viewed as a way for Fire to communicate with thc shift personnel. (Not all 72 personnel have a telephone instrun but each could have a mailbox.) - They expressed desirability for the system to be able to have system call a pager or a car phone, or a car phone first, then j answer, call a pager. - Overcoming the telephone system's call forwarding limitations seen as desirable. - Eliminating the significant amount of time spent taking phone messages was a desire since most calling into the Fire Departme1 a fairly good idea of whom they need to talk to (at least they 1 the subject of their call). - Fire believed that flexibility was extremely important in selt a voicemail system. - Fire indicated if we wanted to test a system on a small group, would be happy to test it in Fire Prevention. -1 -% I a 0 ,- Page 5 Departmental Synopsis Housing & Redevelopment - 70% of Housing Receptionist's time is spent answering the tele - Housing gets numerous phone calls requesting information on th Housing program, which could be answered by call processing. - Redevelopment handles many special events (such as the Carlsba Information concerning these events via call processing could sa large amount of clerical time on the phone. - Redevelopment staffs five boards/commissions. They viewed voi as a better way to get current information to their numerous board/commission members by assigning a mailbox to each member. - They also commented on the significant amount of phone tag. -* -. b 0 0 ,. Page 6 Departmental Synopsis Finance - The Finance Department is organized so that only certain peopl handle certain issues. They are basically set up into two Divis Accounts Receivable and Accounts Payable. Accounts Receivable consists of the following: Business License Paramedic Billing Water Billing Other revenue Payroll Open & Blanket P.O. Is All other payments Accounts Payable consists of the following: - A significant number of calls in the Water Department are mere requests for info on how to turn on or turn off water. Finance believed this to be an appropriate menu choice for callers. - Finance believed it could be appropriate for Voicemail to ansb call first with the following choices for callers: Water Department Business License Administration Ambulance Billing Assistance The Water Department submenu could have the following choices: For information on how to start water service: For information on how to stop water service: General information Business License could give callers: General information Allow them to leave their name and address and other Give them to a person for assistance information so an application could be mailed _I 5 I 0 0 L. Page 7 Departmental Synopsis Parks 81 Recreation - They felt it essential to have the message change based on the of day and day of week for the following facilities: Swimming Pool Harding Street Calavera Park Stagecoach Park - Additional problems occur with this department as a result of personnel being spread over many miles throughout the city, and fact that phones are forwarded to Administration or Harding Strc Receptionist from many of the facilities. The result is a great of message taking, confusion and frustration for the caller bec? they assume whoever answers the phone must know what's going on where everyone is. This is further complicated by the fact that Harding Street Community Center closes their office from 12 to 3 day for lunch and callers merely get a recording saying the offj closed. - Parks & Rec also saw it desirable to have a mailbox devoted tc information on the Parks & Recreation Commission meetings. - Additional submenu choices desired under recreation were: Information on Daytrippers Information on Triathlon Registration for various events Information on Facility Reservations Information on softball scheduling (They indicated they frequently get calls from players asking if games are still on or off under questionable weather conditions.) - They wanted a message box for street tree maintenance so callt could leave information. - They wanted a message box so callers could get information on classes offered by the department. - They wanted a message box so callers could get information on Hedionda Lagoon and permit requirements. - They liked the idea of a system-wide message notifying all ca: of recognized holidays when offices are closed so callers don't get a ringing, unanswered phone. - Additional recorded information was desired at the pool so ca: could get information on the different programs such as the Mas- etc. .* \ I 0 0 I- Page 8 Departmental Synopsis Police Department - Comments regarding the significant amount of phone tag. - Desirable information boxes were: DARE Crime Prevention (with the following submenu choices): Vehicle CAT Auto Theft Traffic - They were concerned about calls on the general business administration line. Currently, after 5:OO p.m., that line is forwarded into Dispatch. It would be desirable to have a messas on automatically to notify callers of administration hours. Thj would also tell them to call 911 if they have an emergency, or j prefer, it could be programmed to ring dispatch if they stayed c line. - Watch Commanders are currently required to forward their lines Dispatch when they leave their office, and take the forwarding c when they return. This is inconvenient, and can be forgotten. Voicemail would eliminate that requirement. It could answer thc phone, and give caller option of dialing rrlrr for dispatch or le; message. - Voicemail was seen as a method which could possibly be used bj detective division for people who may wish to call and give information on crimes while remaining anonymous. - Ability for the system to call pagers is necessary. - Secretaries currently spend a great deal of time taking messa5 others, and when the secretary leaves the desk, often phones go unanswered, or the Chief is put in a position of having to answc telephones and take messages. I, >' *r d 0 a x- Page 9 Departmental Synopsis City Manager's Office & City Attorney's Office - They want a live person to answer the general information numb but that person could then send the caller to a voice mail messa - Comments about significant amount of phone tag. - System could be used to assist in setting up meetings. - They want live person to answer (and screen) all calls, but ca could be asked if they would like to leave a message for the per their mailbox. - When City Attorney's secretary is out of office, system could possibly Manager's office. be used to answer calls rather than forwarding them to City Clerk & Information Systems - Viewed as necessary for data processing personnel. A great de clerical staff time is spent writing (and rewriting legibly) cal messages for data processing staff and the I.S. Director, and generally they are the only ones who can handle the calls. - It was seen as desirable to have a mailbox that could contain information on various city boards and commissions, including vacancies. People could also leave their name and address if th would like to have an application mailed to them. - It was viewed as possible to have a mailbox which could contai information on Council agendas each week, and which department t for additional information concerning each item. - Comments were made about the significant amount of phone tag w the organization. - It was also suggested that a mailbox be established for employ call and leave questions concerning hardware/software problems t are experiencing -- a trouble line. - A bulletin-board type mailbox was also suggested which could c the latest operational tips on particular software packages. _I $5 * I 0 0 1r Page 10 Departmental Synopsis Library - In the reference division, callers could get in a queue and st line for next available staff person. It would tell caller how callers ahead of them so they could decide whether to hold or nc - In reference, callers could also leave message and staff could return their calls. - Voicemail was seen as first contact with caller. Menu choices be: For hours of operation, dial For Reference, dial For Audio/Visual, dial For Children's, dial - Hours of operation could also have selection for hours for Brz Library. - The library applications make it essential that the system be to change the message by time of day and day of week. - A great deal of time is taken by circulation desk personnel answering phones, thereby taking them away from dealing with pec the counter checking out items. - Phones for the Administration staff are forwarded to the circi desk, and those personnel don't know if the people are in or out Mailboxes for administration personnel could save a great deal c for circulation desk personnel. - Library also deals with a number of special events (at the CUI Arts center, etc.). A message box could relay information to c concerning those events. The circulation division staff took a survey of all incoming cal during the month of May, and following are some of those statisl - There were a total of 3,102 incoming calls to the Circ. c during the month of May. Of those calls: - 41.8% (or 1,297 calls) were for the Reference section. - 23.3% (or 722 calls) wanted to know the library hours. - 7.9% (or 246 calls) were for Audio/Visual. - 3.7% (or 116 calls) were for specific administration personnel. -I 38 q I e 0 1. Page 11 Department Synopsis - A significant statistic, however, is that only 12.7% (or calls) which were answered by circulation personnel were really circulation. This is significant in that A/V and Reference have own telephone numbers listed in the telephone directory. Call processing would greatly assist in providing the best service tc calling public. Voicemail is seen as a significant resource that could help the library in its daily operations. _I I) t # 0 0 7. Page 12 Departmental Synopsis Organizational Concerns Every department expressed concern about the calling public. TI wanted the caller to be able to get the information they desirec They expressed concern about the city's image if a caller gets E machine instead of a live person on the phone, but felt if peopl the information they needed, they would more readily accept the technology. Everyone wanted to make sure callers didn't get trapped into ta: to a machine -- they wanted to make sure callers could, at any 1 get to a live person. Everyone wanted to make sure a system would increase service to calling public. Everyone who attended the departmental meetings on voicemail war favor of implementation. Many departments asked how quickly we get it installed. Each department expressed concern about the amount of phone tag internal and external). The focus was on call processing, rather than on voicemail. Vo: relates to answering machine type methods, which we prefer to a' We all ready have numerous answering machines in various city departments to deal with a variety of needs. Call processing w( increase the flexibility for city personnel and would give callc choices rather no choices. The needs of departments were varied. Some wanted the system tc answer calls first. Others insisted on calls being answered by person first. This emphasized the need for an extremely flexib: system. As a result of discussions with departments, it became apparent system is needed that could change messages by time of day, day week, and day of year for each mailbox. Mailbox designation could not be restricted to only those peopli a telephone. Many departments identified applications which wo1 require designating mailboxes for people (internal and external organization) to ease existing communication problems. Department representatives were concerned about the complexity 1 using a system. If it is too difficult, it will not be used. essential that any system include a sufficient level of trainin1 be easy for all to use. _. I% % L 0 0 1- Page 13 Departmental Synopsis Because of the significant amount of phone tag between facilitic is essential that the system be able to work with our TIE lines. Because of the differing installations (console operation at La5 Palmas and DID service at City Hall and the Safety Center), the must work with both types of service. Employees questioned whether use of the system would soon becomc cumbersome for those frequent users, and if they would have to 1 to all the messages. They wanted a system that would allow frec users to shortcut through to the meat, yet provide infrequent us with sufficient guidance so they could use the system without referring to a page of instructions. Employees wanted to make sure there would be sufficient room for messages. They also did not want time limitations for those informational mailboxes which are currently restricted to 60 sec by most of their answering machines. They want to give more information than their 60-second tape allows. SUMMARY All department representatives were unanimous in their support f installing a call processing system in the city. Even represent who indicated a dislike for new technology stated the communicat problems were apparent, and they recognized the need to solve th problems, so they were supporting implementation of call process All representatives asked how quickly we could get a system inst Several indicated the need for implementation as soon as possibl they can more productively use the time of some existing employe currently spend a great deal of time taking phone messages. Exhibit "B" * -, I) 5,L 0 0 I. CITY OF CARLSBAD CALL PROCESSING QUESTIONNAIRE 1. Can the system call pagers? Yes No. a. selectively Yes No. b. multiple pagers -- primary & backup Yes No. Explain briefly the primary & backup pager calling process: 2. What system maintenance is required? 3. Who does the system maintenance? b. If external, what is the cost? c. Would you either train or pay for training a system administ from city staff? Yes No 4. Does the system notify people of messages waiting? Yes - a. If yes, explain how: b. With what frequency? c. Can that frequency be changed per user? Yes - ' -, $1 '* L 0 0 %. -5. Is user training is provided? Yes - a. Is user training onsite? Yes - b. How much user training is provided? c. Is console training provided? Yes - d. Is there any liaison training provided? Yes - e. Is user training provided before cut? Yes - If yes, what, if any, is the additional cost? f. Is additional user training provided after cut? Yes - If yes, what, if any, is the additional cost? 6. What type of documentation is provided: a. For users? b. Other? - 7. Is there system redundancy? Yes a. What level? b. All or partial, and please explain: 8. Is additional system protection provided? Yes a. If yes, what type, and how long will it sustain the system? ' -1 I* 'I I 0 0 x. - 9. What answering features are available? a. System wide for general holiday greeting? Yes - b. Mailbox level? Yes - c. Can both levels be answered according to: Day of year? Yes - Day of week? Yes - Time of day? Yes - d. How many greetings are available on: a system level? a mailbox level? 10. How are the system announcements changed? a. Must they be changed on a regular basis? Yes - Yes - 11. Will the system work with a NEC Neax 2400IMS SIM? a. Will it work with DID? Explain : Yes - b. Will it work with a console? Explain: ' ... ,I 'I I 0 0 L. c. Will it work with tie lines? Yes - Explain: d. How does it work with internal vs external calls? e. How does it work with calls to another number on the same si 12. Can all three city switches be linked together or will it requii equipment on each individual switch? 13. How does the caller get to the mailbox? a. If dialing direct? b. If extension is busy? c. If no answer on the extension? ' .% ,' '4 ? 0 .- -14. Are callers forced to a mailbox? Yes - a. Can they escape at any time? Yes - b. If yes, how do they escape? 15. Can the system inform caller that the: a. Called party does not answer? Yes - b. Line is busy? Yes - c. Then give caller choice of action? Yes - 16. How does it handle non-assigned DID'S (numbers assigned to the c Pac Bell, but not programmed, or not assigned to any location)? 17. What items are controllable for individual mailbox levels? '-I \' 'I i. 0 0 *. -18. Is there a fixed message length or variable message length? Fixed Variable a. If variable, is it by mailbox? Yes - b. Variable by class of service? Yes - c. Limit on number of messages received? 19. If you're on vacation, and space allocated to you is full, how C system handle messages? a. Does it know there is no room left? Yes - b. Does it overwrite previous messages? Yes - c. Does it allow additional messages to be left? Yes - 20. How many rings before the system answers a call? a. Is it variable by extension? Yes - b. Is it variable by time of day? Yes - 21. Could we designate mailboxes for non city employees? such as consultants who work for the city on a regular basis, but do not havc work station at the city? Yes - Briefly explain: ' i :, 'I * e 0 I. -22. If user erases messages are they really erased, or does the Syst Administrator have to perform a purge routine? 23. What type of system maintenance is required? How often? Perfor whom? 24. What happens to a message or the system if a user hangs up while listening to a message? 25. Are messages played back: a. FIFO? Yes - - Yes b. LIFO? c. Up to user (per mailbox) Yes d. Is default set to save messages? Yes e. What does the user have to do to erase a message? e---- - - e. Can it be set (per user) to default to erase? Yes - f. What would user have to do to save a message? ' c 31 . .%. I 0 0 L- -26. If user saves messages, are they stored somewhere else and requj different access code? OR Do they remain in the general area for that user's messages (tal space)? and does the user then have to listen to all messages each t or can they pick and choose? 27. What PBX programming changes are required to work with your sysl 28. What additional hardware and software is required? a. Does it reside onsite or off site? 29. Is rlO1l adjustable per mailbox? Yes a. If caller dials IrOtt, and designee at rtOvf is not at extensioi happens to the call? b. If callers gets busy when dialing trO1t, can call go to anothc extension, or what other choices does caller have? ' -, %' 6. ! 0 0 k.b c c. If caller dials rrOrr, then decides to leave a message in the mailbox, whose mailbox receives message? Mailbox of origir called party or mailbox of aOrr? d. Is IrOrr adjustable by time of day? Yes - If yes, how? 30. We can now transfer calls to other switches over tie lines (not blind). How will this system interact with that? 31. Can the system be backed up at any time? Yes a. When does backup occur? b. How does backup take place? 32. Does your system integrate with EMail? Yes If yes, how? 33. Can messages be sent to multiple mailboxes? Yes a. one or many distribution lists? b. What is the maximum number on a list? ' *I ,I 1' % 0 0 '*\ c -34. Can the caller bypass the greeting at any time and dial an exter or must the caller (at any stage) wait for entire message before selc an option? 35. Do unanswered extension calls depend on PBX call forwarding feat to reach the mailbox? Yes - 36. What special environment does hardware require? 37. What happens if there is a power failure? 38. Once installed, how could the system be expanded? at what types costs? 39. Do specific applications require dedicated ports, or can ports I universally? 40. What is the maximum number of mailboxes per cabinet? 41. What is the maximum number of cabinets? ' -:, 1'1 p 0 0 '- > c ,42. If a user forgets their password, what options do they have? - 43. What type of prompts are provided? a. Novice? Yes - Yes - b. Advanced? 44. If user doesn't use system for extended period of time, are novj prompts reinstated automatically? Yes - 45. If user can't remember codes, how does system help them? 46. Does system provide name verification on extension busy or no an Yes No 47. What is required to add and/or delete mailboxes? - 48. Is any special PBX integration software required? Yes If yes, explain software and cost * ;, dh,J 5 e 0 S-% c .49. Does system time and date stamp messages? Yes - Yes - Is required to listen to time & date stamp info? 50. Can user pause while listening to message? Yes - 51. Can user pause while recording a message? Yes - 52. Can user go forward through messages? Yes - 53. Can user back up to the beginning of a message? Yes - 54. Can user back up to previous messages? Yes - 55. Can user lower and raise volume of messages? Yes - 56. Are help prompts available? Yes - If yes, how are they accessed? 57. Can user forward received message to other mailbox? Yes - 58. Can a message be sent to multiple mailboxes without the creatior distribution list? Yes - * - - ; , +r 1% ' a e - - .59. Is there any additional information you feel should be consider( 62. The system must be friendly giving a maximum amount of info w/m: explanation. On the next three pages, three separate call scenarios presented. Please explain, draw, or flowchart the interaction betwet system and a caller outside the organization for each scenario using assumption that the called party is unavailable to answer the phone. Please be specific. Name of Company: Address : Telephone: Contact: -;, bJ % @ 0 I.’ - 1 SCENARIO NUMBER 1 Caller wants to speak to the person, but is willing to leave a messa! * =. :,1 \ k * 0 P r ” SCENARIO NUMBER 2 Caller wants to speak to the person, but if unable to do so, must spc someone else -- no message is required. 7 . t*, 6.t 0 @ w L - E' W SCENARIO NUMBER 3 Caller doesn't want to speak to anyone -- just wants to leave a mess: 0 m January 23, 1989 TO: ALL DEPARTMENTS FROM: Information Systems Director TRANSFERRING TELEPHONE CALLS BETWEEN FACILITIES In the past, we were unable to transfer a caller from one facility to anoth (such as from City Hall to Las Palmas). and dial that location directly. This added inconvenience and cost to tho people calling the City for assistance. I am pleased to inform you that the transfer restriction is now gone. You m now transfer calls to other facilities. This may be accomplished by performil the transfer function in the normal manner. You must stay on the line until t other party answers in order for the transfer to work. If you initiate tl transfer and hang up, the original caller will be cut off. Therefore, the proper procedure to follow is: 1. 2. Initiate the transfer. 3. Wait till other party answers. 4. Announce that you are transferring a call (and why). 5. Then hang up. We had to tell the caller to hang Inform the caller you are transferring them. Facilities that are not part of our system are: 405 Oak Avenue 0 Senior Center Adult Learning Program at 1207 Elm Avenue They have separate telephone systems, so transfers to these facilities are n possible. If you have any questions on the above information, please call me. I'll I happy to assist! ?iii"$K* Information Systems Director dP