NFBPA Presentation 2013
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Transcript of NFBPA Presentation 2013
PRESENTED BY:
BERNICE BUTLERSC2 FELLOW /PERFORMANCE MANAGEMENT
COORD INATOR
Triad of Municipal Excellence
Agenda
Workshop GoalsMemphis and SC2 OverviewReview of Triad ComponentsExampleLessons LearnedNext StepsQuestions
Workshop Goals
Review Strong Cities, Strong Communities Initiative
Demonstrate the connection between a triad of public administration tools 311 Performance Metrics Citistat
Profile the transformation of the Mayor’s Call Center to 311
Highlight the use of customer-centered technology strategies
Memphis Home of the Blues, Birthplace of Rock and Roll
Population : 652,050 63% Black 29% White
Largest city in the state of Tennessee
Third largest in the Southeastern United States
20th largest in the United States
Home to three Fortune 500 companies FedEx AutoZone International Paper
Notable persons Elvis BB King Morgan Freeman Kathy Bates Penny Hardaway Al Green Judge Joe Brown Aretha Franklin
Strong Cities, Strong Communities Initiative
Overview Announced in July 2011: seven cities selected Seeks to strengthen neighborhoods, towns, cities, and regions around the
country by enhancing the capacity of local governments to develop and execute their economic vision and strategies
Provides necessary technical assistance and access to federal agency expertise
Assists in creating new public and private sector partnerships
Key Components Community Solutions Teams (CST) Fellows (2 for Memphis)
Bernice Butler – Citistat and Performance Management Surayyah Hasan – Talent Retention and Development
CST Work with Administration
Established clear prioritiesCrafted a Communications and Operations
Plan to support ImplementationResulting efforts - Four priorities for Memphis:
Create Safe and Vibrant Neighborhoods, Grow Prosperity and Opportunity for All, Invest in Young People, and Advance a Culture of Excellence in Government
Advancing the Culture of Excellence
311 Call Center
CitiStatPerforman
ce Manageme
nt
The Triad
Advancing the Culture of Excellence
Inter-Departmental
Issue Focus
Immediate Action Steps
Citi Stat
Problem Solving
Intra-Departmental
Mission Focus
Long-term Planning
Performance Measurement
Analyzing & Reporting
Data Warehouse
• One Stop, One Call 3 digit number for all citizens and employee requests for services, answers, and direction.
• Launched January 16, 2013.
• Active for use in the City of Memphis and Shelby County.
• Available to citizens calling from any landline (AT&T, Time Warner) and by cellphone (AT&T, Sprint, Verizon, T-Mobile, Cricket Wireless)
• Citizens can also contact 311: Online - www.memphistn.gov (311 Online Support Center) Smart App - Smart Government App Memphis
About 311
• The City operated the Mayor’s Citizen Service Center (MCSC).
• The MCSC received over 122,000 service requests a year.
• In addition to MCSC, the city has 21 service centers with an employee FTE count of 45 that spent some part of their time taking calls and answering citizen questions.
• With the MCSC and the combination of other operating service centers taking calls, the city has over 400 phone numbers where citizens, council staff and city employees could access information on a daily basis.
Before 311
• While the MCSC was the catalyst for solving our customer service needs, there were still gaps needing to be addressed to effectively respond to citizen concerns.
• A citizen could possibly call multiple phone numbers, multiple times to accomplish one task.
• Every department did not use Oracle CRM as the tool that is available to track and assess the requests and needs of citizens.
Why 311?
Before 311
• The City operated the Mayor’s Citizen Service Center (MCSC), which was the City’s call center for City Services.
• But with the combination of the MCSC and other operating departments taking calls, the city has over 400 phone numbers where citizens could access information on a daily basis.
Caller 9-1-1
Caller Non-Emergency Police Caller Mayor’s Citizens Service Center
Caller 400 other Citywide phone #’s
311 Benefits to Citizens
• Average Call Time: 2min 33sec
• Number of Answered Calls: 24,312
• Total Number of Service Requests entered: 29,385 Phone- 21,722 (74% of total requests) Online- 7,663 (26% of total requests)
Transformation of the Mayor’s Call Center to 311 Service Center
Data from January 16, 2013 – April 12, 2013
Top 10 Service Requests
1. Cart Repair2. Sewer Backup 3. Curbside Trash 4. Sewer Miscellaneous 5. Substandard, Derelict Structure 6. Vehicle Violations7. New Start Garbage Request 8. Weeds Vacant Houses 9. Dead Animal Collection10. Garbage Missed
Data from January 16, 2013 – April 12, 2013
Cart R
epair
Sewer
Bac
kup
Curbs
ide T
rash
Sewer
Misc
.
Sub,
Derili
ct Stru
cture
Vehicl
e Vio
lation
New Sta
rt Gar
bage
Weeds
Vacan
t Hou
ses
Dead A
nimal
Coll
ectio
n
Garba
ge M
issed
0
500
1000
1500
2000
25002364 2298
18881668 1630 1601
1465 13841263 1224
Top Ten Service Requests
• Enhanced Service Delivery
– A knowledge base has been developed for the top service requests in most divisions. – 311 currently takes all calls for Solid Waste, Code Enforcement and Neighborhood Improvement.– The next area to be integrated is the Public Works Potholes which will go live in April 2013. – The goal for FY 2014 is to integrate an additional 5 city divisions into 311.
• Knowledge Base
– A knowledge base has been developed for the top service requests in most divisions. – City divisions have assigned service level agreements to the most frequently used service
requests allowing the call agents to provide citizens an accurate time frame of service resolution.
311 Transformations
Technological Developments
Customer Relationship Management (CRM) was integrated as a tool that allows the City to view requests in districts, zip codes and zoned areas.
The 311 Online Support Center allows citizens to submit service requests online. The Online Support Center has been streamlined to make it more user friendly for citizens to submit their requests and a 311 landing page has been developed for the City’s website.
The Memphis Smart Gov App is managed by the 311 Call Center.
311 Transformations
Smart Government App Memphis
Downloaded from iTunes (iPhone only) Allows user to receive push
notifications about garbage pick-ups, road closures, and emergencies
Allows user to report problems and take photos of the problem
User who provides contact information will receive a service request number
Provides a call list of phone numbers for various areas of city government
Provides insight on ways to improve City government.
Helps divisions improve service delivery.
Reduces call volume and resource requirements for emergency response systems.
Provides management and personnel with the necessary tools to ensure timely and satisfactory responses.
Eliminates multiple and/ or redundant information systems.
Shares and integrates service related processes and data across the government entity.
• Provides the public with quick easy access to government services and information.
• Reduces the point of contact for non-emergency information and services.
• Provides citizens with multiple communication outlets (phone, online and/or in person).
311 Benefits to City Government 311 Benefits to Citizens
Bridging the Gap: 311 Integration
Integral component to the entire performance management strategy
Serves as a tool for continuous improvement Enhances accountability and service coordination Provides data for both CitiStat and divisional performance metrics
Allows us to map problem areas visually and fine tune solutions accordingly (FY2014)
The Executive Division will monitor and report on 311 response and closure metrics on a monthly basis
22
Performance Management
What is Performance Management?
• Mechanisms for analyzing and reporting data
• Based on a divisional mission and strategic, long-term planning
PM
Analyzing and
Reporting
Mission Focused
Long-Term
Planning
Intra-Departme
ntal
Performance Management “Measuring for Success”
"Measurement is the first step that leads to control and eventually to improvement. If you can't measure something, you can't understand it. If you can't understand it, you can't control it. If you can't control it,
you can't improve it."
- H. James Harrington
Performance Management Strategic Planning
Strategic Financial Management Plan
Operational Performance Metrics
Fiscal Year 2014 Budget Metrics
Steps for Development Performance Metrics
1) Divisional Meetings with Directors
2) Review of each division’s two previous budgets
3) Training for first-line managers responsible for metric development
4) Provide technical assistance as need in the metric development process
5) Final review of divisional metrics to ensure alignment with organizational priorities
Divisional Performance Plans Components
Mission Succinctly describes why you exist and what you does to
achieve your divisional purpose
Performance Objectives Broad in scope and underlie all planning and strategic activities
Performance Metrics Must be quantifiable and used to show the degree to which an
activity or program meets the performance objectives of the division.
Types of Performance MetricsProcess Metrics
Measure activities, such as cycle time, production time, or error rate.
What happens once inputs are selected and before outputs are produced
Output Metrics Tangible Quantifiable results
Outcome Metrics Are intangible Expressed quantitatively on graphs showing change over time Involves identifying processes that produce outputs that
impact the desired outcome.
Divisional Performance Metrics Example
Legal Level Performance Metric FY 2012 Actuals
FY 2013Forecast
FY 2014 Target
Priority Area
Housing Assist 8 teachers/police officers with financial assistance to complete a home purchase.
10 8 8 2
Number of customers served through the center for housing and financial counseling.
849 845 850 2
Economic Development Number of Non Profits/501c3 organizations awarded grants 7 6 5 2
Dollar amount awarded to nonprofits $181,000
$158,000
$165,000
Community Initiatives Number of Non Profits/501c3 awards 23 20 20 2
Dollar amount awarded $232,500
$207,597
$207,597
Renaissance Business Center
Number of entrepreneurs, start-ups, SBEs, MBEs, WBE, and clients served 4807 3900 3800 2
Number of small business loans made 19 16 14 2
Number of jobs created 70 45 25 2Number of jobs retained 36 27 25 2
30
Citistat
CitiStat System Components
•Designated coordinator•Cross-section of three departments•Meet monthly to review trends and problem areas
CitiStat Team
•Located on an internal statistical intranet database•Monitored by member of CitiStat Team•Standing data-entry deadline each month
Centralized Data Repository
• Follow a distinct format• Intentionally focused on problem areas and
generating inter-departmental solutions
Bi-Monthly Department Head CitiStat
Meeting
Citistat Meeting Format
1) Data Reviewo Lead by CitiStat team
o CAO/Deputy, SC2 Fellow, Finance Director, and Chief of Staffo Asks specific questions
2) Action Plan Creationo Immediate action steps with identified solutions,
resources, stakeholders and deadlines
3) Follow-upo An action plan memo is generated and distributed
within two days of the CitiStat meeting
33
Triad in ActionDivision of Public Works
Public Works : Triad In Action
• Provides location based data
• Establishes workload parameters
311
• Analyzes data • Ask Questions• Creates an
action for detailed response
Citistat • Describes the
divisions progress towards goals
PM
Public Works : Triad In Action
Problem Citizen complaints about curbside trash pick-up are up Council members receiving calls in districts 2 and 5
Secondary Issue: Public Works Division is not able to complete service request due to
excessive calls
Proposed Solution Integrate PW Service calls into 311 Call Center Analyze data, refine strategy
Partners to Engage Information Services Division 311 Call Center
Public Works Performance Metrics
Mission: The Public Works division preserves and enhances the quality of life for the citizens of Memphis, while protecting the environment through the maintenance and rehabilitation of the City’s infrastructure using sound engineering and management principles.
Performance Objective: o Solid Waste Management – Manage the collection and disposal of solid waste
materials through programs and strategies designed to promote recycling, support waste reduction, and encourage the reuse of materials.
Legal Level Performance Metric FY 2012Actual
FY 13 Forecast
FY 2014 Target Priority Area
Solid Waste Management
Increase the tonnage of waste diverted away from landfill through our various recycling program by 2%
28 % (of total waste generated)
26% (of total waste generated)
30% (of total waste generated)
1
Decrease curbside pick-up complaints by 25%
11,015 10,090 8,262 1
Public Works: 311 Data
Month 1 Month 2 Month 3
896
1272
989
580 446
862
Curbside Trash ComplaintsPre 311 Post 311
District 1 District 2 District 3 District 4 District 5 District 6 District 7
456
589
315
356
635
410
396
277
323
226
279 297
217
269
Pre 311 Total Post 311 Total
Public Works: 311 Data
Citistat Analysis
Once Public Work service calls were integrated into the call center curbside trash complaints dropped by 40.2%
Council District Analysis 2 and 5 were originally 40% of total calls Post 311 integration districts 2 and 5 were 32% Most significant changes:
District 5 – 53% decrease District 6 – 47% decrease District 2 – 45% decrease
Lessons Learned
Lessons LearnedSenior leadership and support are CRUCIAL
o The mayor, city manager or administrator must set the tone on the importance of investing quality time and effort into this endeavor. He or She must convince managers to take ownership of the data.
Tailor your system to meet your needs and your resourceso Do not try to copy what Baltimore, DC or NY use in their
cities; they have more money and people.o Use foundational tenants and build a model tailor made for
your resource level.
The building process is NEVER doneo The best systems evolve and grow as the needs, wants, and
resources of municipality change and that is OK.
42
Next Steps
Project Phases
- Accountability evaluation report complete - 311 year-end report and analysis complete
- Tracking and reporting on data is adopted as a part of normal operating business city-wide
Phase 4- Data for repository submitted to IT for warehouse integration
- Divisions begin tracking data in 1010/Metric Insights (data warehouse)
- Monthly ChoiceStat sessions begin
- Launch of divisional dashboards on city website
Phase 3- Finalize Performance Accountability Plans
- 311 service level agreements finalized
- 311 call center goes live
Phase 2- Metric identification
- 311 departmental integrations
- Staff trained
Phase 1
We are here
3-5 months 4-6 months 4-6 months 6-12 months
Next Steps Continued
45
Comments/Questions
46
Thank you
Bernice ButlerSC2 Fellow/Performance Management Coordinator