• 5. Operational Excellence
  • Imagine Baytown Community Scorecard
  • 1. Community Reputation & Image
  • 2. Infrastructure & Mobility
  • 3. Community Amenities
  • 4. Neighborhood Quality
  • 5. Operational Excellence
  • Objectives
  • Accomplishments
  • Better utilize technology to improve two-way communication with residents and improve internal strategic thinking.
  • Continue to invest in tools that empower employees to reduce waste and improve customer service.
  • Ensure the City and residents are prepared for the next emergency. (YR 2)
  • Continue improving the City's Development and Permitting processes. (YR 3)
  • Continue planning for new Police/Fire headquarters. (YR 2)
  • Continue moving the organizational culture forward. (YR 2)
  • Exercise visionary leadership in bringing solutions to complex challenges. (YR 4)
  • Foster positive relationships and trust in and outside our organization. (YR 4)
  • Bolster customer service and enhance relationships as such relates to building, permitting, and new business development. (YR 4)
  • Measures
  • Outcome Measure Dashboard
  • Overall Citizen Satisfaction Index
  • Citizen satisfaction with the overall quality of services provided by the city
  • Citizen satisfaction with the overall quality of customer service received from city employees
  • Citizen ratings of the overall value received for city tax dollars and fees
  • Number of employees who have completed Process Improvement & People Empowerment (PIPE) training
  • Innovation projects completed by City employees
  • Animal live release rate
  • Percentage of emergency medical service responses within 9 minutes
  • Percentage of cardiac arrest patients arriving to the hospital with a pulse
  • General fund revenue & expenditures versus budget
  • Initiatives
  • Implement internal/external customer service surveying and “secret shopper” program.
  • Teach “Lean” principles through yellow, green, and black belt training.
  • Fully develop and implement Baytown yoU.
  • Execute a plan for acquisition and storage of emergency supplies.
  • Make improvements to public notices (letters, website, street signage, etc.) that provide clearer information to residents.
  • Continue to support and bolster emergency preparedness community education programs.
  • Conduct roundtable discussions with permit stakeholders.
  • Develop and implement a community scorecard.
  • Fully implement the emergency response improvement plan developed in 2018.
  • Train employees to provide consistent and timely service to customers.
  • Continue to invest in GIS.
  • Develop a fiscal plan and timetable for a new police/fire headquarters.
  • Continue pursuing and implementing technology improvements.
  • Implement an asset management system to track city-wide assets and develop logical asset maintenance and replacement cycles.
  • Investigate public-private partnership possibilities associated with the construction of a new police/fire headquarters and, as part of this strategy, probe interest in broader development interest in and around the current campus.
  • Prepare the next generation of leaders through a structured curriculum of leadership training through Baytown yoU.
  • Provide a customer service module as part of Baytown yoU.
  • Develop a city wide succession plan.
  • Continue to improve processes from a customer-centric perspective.
  • Develop methodology for eliminating in-city municipal utility districts.
  • Continue to develop creative methodologies for PID/TIRZ utilization to incentivize investment in our community. (YR 4)
  • Collaborate with colleagues and external experts to build relationships and develop solutions to complex issues. Continue PIPE initiative. (YR 4)
  • Develop opportunities for regular Council visits of City facilities. (YR 4)
  • Pursue departmental credentialing and designations/awards that highlight City progress (i.e. - All American City, Scenic City, etc.) (YR 4)
  • Conduct roundtables and other face-to-face meetings with builders and developers to receive feedback and enhance mutual understanding of issues, code, and challenges. (YR 4)
  • Develop and implement a system of short surveys of those receiving permits to gauge satisfaction with process and level of customer service. (YR 4)
  • Implement a program of customer service training utilizing more tenured inspectors. (YR 4)

Measures

5. Operational Excellence
Measures Owner Period Analysis Recommendations
On Target
Overall Citizen Satisfaction Index
BM
Brian Moran
May-21

While the average for the U.S. has declined seven points from 2016-2019, Baytown saw an increase of one point over the same time period, indicating an overall positive trend in regards to the level of citizen satisfaction.

On Target
Citizen satisfaction with the overall quality of services provided by the city
BM
Brian Moran
May-21

The overall quality of city services continues to be an area where citizens are rating Baytown at a much higher level than other parts of Texas.  A concerted effort is also being made to ensure city operations continue to improve.

On Target
Citizen satisfaction with the overall quality of customer service received from city employees
BM
Brian Moran
May-21

Although Baytown is scoring much higher in this area than the average for Texas, the City is placing an increasing focus on improving the level of customer service provided by City employees through a new training program called Baytown yoU.

On Target
Citizen ratings of the overall value received for city tax dollars and fees
BM
Brian Moran
May-21
On Target
Number of employees who have completed Process Improvement & People Empowerment (PIPE) training
BM
Brian Moran
Q3-20-21

During FY19, the City trained 84 employees as Green Belts and 34 employees as Black Belts who will all be dispatched back into the organization to identify waste within City processes and implement solutions that also add value to our customers. In addition, the Introduction to PIPE presentation was added to the New Employee Orientation, which introduces all incoming employees to the concepts and benefits of process improvement from the very beginning.

During FY20, the City trained 37 employees as Green Belts and 11 employees as Black Belts who will all be dispatched back into the organization to identify waste within City processes and implement solutions that also add value to our customers.

So far in FY21, the City has trained 20 employees as Green Belts.

On Target
Innovation projects completed by City employees
BM
Brian Moran
Q3-20-21

In FY19, a total of 20 innovation projects were completed by City employees in various departments with a hard dollar savings of $29,341.92 and soft dollar savings of $328,307.90.

In FY 20, a total of 27 innovation projects were completed by City employees in various departments with a hard dollar savings of $290,192.48 and soft dollar savings of $589,707.21. 

Not Defined
Animal live release rate
BM
Brian Moran
Jun-21
Not Defined
Percentage of emergency medical service responses within 9 minutes
BM
Brian Moran
Jun-21
Not Defined
Percentage of cardiac arrest patients arriving to the hospital with a pulse
BM
Brian Moran
Jun-21
On Target
General fund revenue & expenditures versus budget
BM
Brian Moran
Q3-20-21

Overall, City General Fund revenue has come in greater than budget over the past several years and expenditures have come in less than budget over the past several years, which means the City has the ability to maintain solid cash reserves for instances like Hurricane Harvey when millions of dollars of unforeseen expenditures can happen in a short period of time.

Not Defined
Accomplishments Status Count
FY2020