Scorecard
5. Operational Excellence
Imagine Baytown Community Scorecard
1. Community Reputation & Image
2. Infrastructure & Mobility
3. Community Amenities
4. Neighborhood Quality
5. Operational Excellence
Initiatives
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
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
Strategies
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)
Continue to invest in tools that empower employees to reduce waste and improve customer service.
5. Operational Excellence
Strategies
Implement internal/external customer service surveying and “secret shopper” program.
5. Operational Excellence
|
10/1/17 - 9/30/18
Teach “Lean” principles through yellow, green, and black belt training.
5. Operational Excellence
|
10/1/17 - 9/30/18
Fully develop and implement Baytown yoU.
5. Operational Excellence
|
10/1/17 - 9/30/18