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Administration names 3‑1‑1 champion, outlines plan to review and replace city’s ticketing system
Summary
Karen Goss, recently assigned to lead 3‑1‑1 work, told council she will pursue staffing upgrades, resident outreach, professional development for call agents and a vendor review to replace or improve the current 3‑1‑1 work‑order system; IT is engaged and administration plans resident testing and division input before any procurement.
Karen Goss, special assistant to the mayor for neighborhood concerns, briefed council members on the city’s 3‑1‑1 customer‑service function and described an administrative plan to address performance gaps in the city’s ticketing system.
Goss said she has been embedded with the 3‑1‑1 team since November and outlined priorities: add neighborhood resource coordinator capacity, raise call‑center wages to improve recruitment and retention, offer professional customer‑service training for agents, and develop an outreach program to educate residents about 3‑1‑1 services. She also confirmed the current 3‑1‑1 manager intends to retire at the end of the fiscal year and the administration will begin succession planning.
On the technical side, Goss said the city has observed routing, reporting and integration problems between the current 3‑1‑1 platform and departmental work‑order systems. She said the administration’s next step is to conduct a market review to identify off‑the‑shelf enterprise systems that better integrate with department needs. The review will include division input and a test group of frequent 3‑1‑1 users from the community to ensure chosen systems address resident experience.
Council members asked for ongoing updates and for early inclusion of field staff who use work orders daily; Goss said she has already met with IT and will coordinate future briefings. The administration plans phased outreach and will return to the committee with procurement options and a recommended timeline.
