Operational Excellence
Why This Is Important

In order for this plan to be successfully implemented and our citizens’ directives achieved, public trust in our City government is critical. Building trust with the public should be centered around a culture where City employees treat all associates, citizens and stakeholders with respect, appreciation and value. Trustworthiness should also be demonstrated by an organization that competently and honestly manages citizen resources and strives for excellence through continuous improvement, personal integrity in all situations, and organizational transparency.
Status Indicators - Outcome Measures
 On Target: Performance Exceeds Benchmark
 Caution: Performance Within 5% of Benchmark OR Showing Improvement From Base Year (2016)
 Off Target: Performance Declining OR Static From Base Year (2016)
Status Indicators - Initiatives & Strategies
    Completed: Strategy has been fully implemented
    In Progress: Implementation of this strategy has begun but is not complete to-date
    Not Started: Work on this strategy has not started
Outcome Measures
Strategies
Initiatives Strategies
Continue improving the City's Development and Permitting processes. (YR 3)
Make improvements to public notices (letters, website, street signage, etc.) that provide clearer information to residents.
Conduct roundtable discussions with permit stakeholders.
Train employees to provide consistent and timely service to customers.
Continue pursuing and implementing technology improvements.
Exercise visionary leadership in bringing solutions to complex challenges. (YR 4)
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)
Foster positive relationships and trust in and outside our organization. (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)
Bolster customer service and enhance relationships as such relates to building, permitting, and new business development. (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)
Accomplishments
Initiatives Strategies
Better utilize technology to improve two-way communication with residents and improve internal strategic thinking.
Develop and implement a community scorecard.
Continue to invest in GIS.
Implement an asset management system to track city-wide assets and develop logical asset maintenance and replacement cycles.
Continue to invest in tools that empower employees to reduce waste and improve customer service.
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.
Ensure the City and residents are prepared for the next emergency. (YR 2)
Execute a plan for acquisition and storage of emergency supplies.
Continue to support and bolster emergency preparedness community education programs.
Fully implement the emergency response improvement plan developed in 2018.
Continue planning for new Police/Fire headquarters. (YR 2)
Develop a fiscal plan and timetable for a new police/fire headquarters.
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.
Continue moving the organizational culture forward. (YR 2)
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.