12:26The meeting commenced with an in-depth analysis of Minneapolis’s 311 services. A report detailed the 82% surge in service requests filed through the system in 2024, amounting to 19,619 submissions. This increase was attributed to a growing comfort among residents with using online forms, reducing the need for agent assistance. This trend is seen as a positive shift, allowing agents to address more complex or urgent needs. Despite this progress, many residents still initially call 311 before submitting their reports online.

20:25In-person demand at the service center, particularly for police records, also saw an uptick, with 6,596 transactions processed in 2024. The report underscored seasonal patterns affecting service requests, with spikes during spring and summer due to street sweeping and construction activities, while the mild winter of 2023-2024 led to fewer cold weather-related requests.

19:17The presentation also highlighted the 311 Call Center’s efficiency improvements, including the implementation of an Interactive Voice Response (IVR) system. This system has reduced call volumes and costs, as residents increasingly resolve queries without live agent interaction. The IVR system’s success was attributed to effective vendor negotiations and the inclusion of language options to better serve non-English speaking residents.

32:31The meeting shifted focus to the collaboration between 211 and 311 services. A representative outlined ongoing efforts to enhance community support through this partnership. The integration of a new Customer Relationship Management (CRM) system was emphasized as a componet for future collaboration. Research into successful models from other cities, like the United Way’s 211 service handling after-hours calls for 311, was noted as a potential pathway for Minneapolis.

49:12Attention then turned to the financial implications of a new billing system for off-duty police work. The proposed fees include a rate of $3.81 per hour for officer billing, aiming to break even at $329,000 over 86,000 hours.

51:13The analysis of the fee structure included vehicle use costs, program management expenses, and anticipated costs for implementing a fee collection mechanism. This calculation also considered a vendor’s invoicing fee, which would not be recovered by the city. The potential for generating $1.4 million in new revenue was noted, alongside the need for adjustments as more data becomes available.

56:14Council members expressed concerns about the financial figures, particularly the discrepancy between current expenses and new revenue projections. Clarifications were provided, emphasizing that while the city currently incurs $1.4 million in expenses, the new system would generate equivalent revenue, breaking even without additional profit.

Legal aspects of collecting the proposed fees were also discussed, with the need for infrastructure and policy training to support the new system highlighted. The committee recognized the importance of collaboration with IT, the City Attorney, and other departments to ensure alignment with existing legal frameworks, including a settlement agreement consent decree.