• 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)
   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
Measures
On Target
Overall Citizen Satisfaction Index
On Target
Citizen satisfaction with the overall quality of services provided by the city
On Target
Citizen satisfaction with the overall quality of customer service received from city employees
On Target
Citizen ratings of the overall value received for city tax dollars and fees
On Target
Number of employees who have completed Process Improvement & People Empowerment (PIPE) training
On Target
Innovation projects completed by City employees
Not Defined
Animal live release rate
Not Defined
Percentage of emergency medical service responses within 9 minutes
Not Defined
Percentage of cardiac arrest patients arriving to the hospital with a pulse
On Target
General fund revenue & expenditures versus budget
Not Defined
Accomplishments Status Count
Strategies
Initiatives Strategies
In Progress
Exercise visionary leadership in bringing solutions to complex challenges. (YR 4)
In Progress
Continue to improve processes from a customer-centric perspective.
In Progress
Develop methodology for eliminating in-city municipal utility districts.
In Progress
Continue to develop creative methodologies for PID/TIRZ utilization to incentivize investment in our community. (YR 4)
In Progress
Foster positive relationships and trust in and outside our organization. (YR 4)
In Progress
Collaborate with colleagues and external experts to build relationships and develop solutions to complex issues. Continue PIPE initiative. (YR 4)
In Progress
Develop opportunities for regular Council visits of City facilities. (YR 4)
In Progress
Pursue departmental credentialing and designations/awards that highlight City progress (i.e. - All American City, Scenic City, etc.) (YR 4)
In Progress
Bolster customer service and enhance relationships as such relates to building, permitting, and new business development. (YR 4)
In Progress
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)
In Progress
Develop and implement a system of short surveys of those receiving permits to gauge satisfaction with process and level of customer service. (YR 4)
In Progress
Implement a program of customer service training utilizing more tenured inspectors. (YR 4)
Accomplishments
Initiatives Strategies
Completed
Better utilize technology to improve two-way communication with residents and improve internal strategic thinking.
Completed
Develop and implement a community scorecard.
Completed
Continue to invest in GIS.
Completed
Implement an asset management system to track city-wide assets and develop logical asset maintenance and replacement cycles.
Completed
Continue to invest in tools that empower employees to reduce waste and improve customer service.
Completed
Implement internal/external customer service surveying and “secret shopper” program.
Completed
Teach “Lean” principles through yellow, green, and black belt training.
Completed
Fully develop and implement Baytown yoU.
Completed
Ensure the City and residents are prepared for the next emergency. (YR 2)
Completed
Execute a plan for acquisition and storage of emergency supplies.
Completed
Continue to support and bolster emergency preparedness community education programs.
Completed
Fully implement the emergency response improvement plan developed in 2018.
Completed
Continue improving the City's Development and Permitting processes. (YR 3)
Completed
Make improvements to public notices (letters, website, street signage, etc.) that provide clearer information to residents.
Completed
Conduct roundtable discussions with permit stakeholders.
Completed
Train employees to provide consistent and timely service to customers.
Completed
Continue pursuing and implementing technology improvements.
Completed
Continue planning for new Police/Fire headquarters. (YR 2)
Completed
Develop a fiscal plan and timetable for a new police/fire headquarters.
Completed
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.
Completed
Continue moving the organizational culture forward. (YR 2)
Completed
Prepare the next generation of leaders through a structured curriculum of leadership training through Baytown yoU.
Completed
Provide a customer service module as part of Baytown yoU.
Completed
Develop a city wide succession plan.