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

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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

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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

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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.

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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

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Comments/Questions

46

Thank you

Bernice ButlerSC2 Fellow/Performance Management Coordinator