• 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)

Objectives

5. Operational Excellence
Initiatives Owner Period Analysis Recommendations
Better utilize technology to improve two-way communication with residents and improve internal strategic thinking.
Q4-19-20
Continue to invest in tools that empower employees to reduce waste and improve customer service.
Q4-19-20
Ensure the City and residents are prepared for the next emergency. (YR 2)
Sept-20
Continue improving the City's Development and Permitting processes. (YR 3)
Sept-20
Continue planning for new Police/Fire headquarters. (YR 2)
Sept-20
Continue moving the organizational culture forward. (YR 2)
Sept-20
Exercise visionary leadership in bringing solutions to complex challenges. (YR 4)
Sept-20
Foster positive relationships and trust in and outside our organization. (YR 4)
Sept-20
Bolster customer service and enhance relationships as such relates to building, permitting, and new business development. (YR 4)
Sept-20