1. P R E S E N T E D B Y:
BERNICE BUTLER
S C 2 F E L LOW / P E R F O R M A N C E M A NA G E M E N T
C O O R D I NA T O R
Triad of Municipal Excellence
2. Agenda
Workshop Goals
Memphis and SC2 Overview
Review of Triad Components
Example
Lessons Learned
Next Steps
Questions
3. 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
4. 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
5. 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
6. CST Work with Administration
Established clear priorities
Crafted a Communications and Operations Plan to
support Implementation
Resulting 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
7. Advancing the Culture of Excellence
311 Call
Center
CitiStat
Performance
Management
The Triad
8. 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
9.
10. • 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
11. • 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
12. • 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?
13. 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
15. • 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
16. Top 10 Service Requests
1. Cart Repair
2. Sewer Backup
3. Curbside Trash
4. Sewer Miscellaneous
5. Substandard, Derelict Structure
6. Vehicle Violations
7. New Start Garbage Request
8. Weeds Vacant Houses
9. Dead Animal Collection
10. Garbage Missed
Data from
January 16, 2013 – April 12, 2013
2364 2298
1888
1668 1630 1601
1465
1384
1263 1224
0
500
1000
1500
2000
2500
Top Ten Service Requests
17. • 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
18. 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
19. 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
20. 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
21. 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
23. 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
24. 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
26. 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
27. 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.
28. Types of Performance Metrics
Process 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.
29. Divisional Performance Metrics Example
Legal Level Performance Metric FY 2012
Actuals
FY 2013
Forecast
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 2
Number of jobs retained 36 27 25 2
31. 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
32. Citistat Meeting Format
1) Data Review
o Lead by CitiStat team
o CAO/Deputy, SC2 Fellow, Finance Director, and Chief of Staff
o Asks specific questions
2) Action Plan Creation
o Immediate action steps with identified solutions, resources,
stakeholders and deadlines
3) Follow-up
o An action plan memo is generated and distributed within
two days of the CitiStat meeting
34. 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
35. 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
36. 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 2012
Actual
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
37. Public Works: 311 Data
896
1272
989
580 446
862
Month 1 Month 2 Month 3
Curbside Trash Complaints
Pre 311 Post 311
39. 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
41. Lessons Learned
Senior 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
resources
o 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 done
o The best systems evolve and grow as the needs, wants, and
resources of municipality change and that is OK.
43. 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
Rank City State Population
1 Jacksonvillea[›] Florida 813,518[citation needed]
2 Charlotte North Carolina 731,424
3 Memphis Tennessee 676,640
4 Baltimore Maryland 620,961
5 Washington District of Columbia 617,996
6 Nashvillea[›] Tennessee 605,473[citation needed]
7 Louisvillea[›] Kentucky 566,503[citation needed]
8 Virginia Beach Virginia 437,994
9 Miami Florida 433,136
10 Atlanta Georgia 432,427
11 Raleigh North Carolina 416,468
12 Tampa Florida 343,890
13 Lexington Kentucky 295,803
14 Greensboro North Carolina 273,425
15 Saint Petersburg Florida 244,769
iv) Advance a Culture of Excellence in Government
(1) Enhanced use of technology for government systems and community services
(2) Greater accountability and transparency through intense data analysis
(3) Intentional strategic planning, financially and operationally
These 400 numbers are printed in the blue pages and makes it confusing for citizens to find the correct number to call for their request, complaint, and information.
These are the top 10 service requests we have received since the launch of 311. Some of the top 10 requests do vary depending on the season and time of the year. For instance, during the spring and summer months, weeds service requests will definitely be a part of the top 10.
Over the course of a few months, we met with almost every department in every division to develop a knowledge base. The Divisions provided us with processes on how they resolved each request and also provided us with a list of questions to ask each citizen about their problem. This allows the Divisions to resolve their request in a more efficient manner.
*311 actively works with various divisions and departments to assist in the process of effective service delivery.
*The knowledge base assists the call agents in quickly answering questions and funneling citizen’s requests through to the appropriate department for resolution.
*
This App allows iphone users to receive push notifications about garbage pick-ups, road closures and emergencies. Citizens are also able report problems through the Smart Gov App and take photos of the problem. The app also provides a call list of phone numbers for various areas of city government.
Also it should be mentioned that as we developed this system, it was important for us that the issues that we address are related to the Mayor and City Administration four chosen priorities, which are:
Create Safe and Vibrant Neighborhoods
Grow Prosperity and Opportunity for All
Invest in our Young People
Advance a culture of excellence in Government
Central Data Repository
A centralized data repository was created on an internal statistical intranet database, which we named Citi Stat. This system is monitored monthly by members of the Citi Stat Team. Data collected from each department are measures that are created specifically for their operations.
Bi-monthly Department Head – Citi Stat Meeting
The Citi Stat meetings are held every other month. At these meetings, the Citi Stat Team presents a focus presentation to the city manager and department heads. This focus presentation consists of:
the problem of the month
Data is highlighted and correlated from the Citi Stat system
Stakeholders are identified – problem may start in one department but other departments may be involved
And possible solutions are discussed by the management group/department heads and city manager
Immediate actions steps are taken by the committee or the department heads who have a stake in the solution
Also a preview of future focus presentations are discussed
Most of these meeting surfaces around problems and concerns that come from the media, citizen complaints, and or questions of city council members and the associated data.
) Data Review
CitiStat team (CAO/Deputy, SC2 Fellow, Finance Director, and Chief of Staff) spotlights unique data trends from the centralized data repository, 311 call center, performance management plan, media, citizen complaints, and/or city council members presented to the appropriate group of divisional directors
2) Action Plan Creation
Divisional Directors and CitiStat team generate immediate action plans with identified solutions, resources, stakeholders and deadlines.
3) Follow-up
An action plan memo is generated within two days of the CitiStat meeting and distributed. It lists the accountable parties for each action item, along with the corresponding deadline for completion and review.
Tailor your system to meet your resources:
Relevancy – early on in the process, the City of Memphis tried to mirror a Citi Stat system that was similar to other cities. Needless to say, it did not work very well for us. The question that continued to be asked by the department and senior management was one of relevancy. Why was what we were reviewing important for to their specific operation? How did it connect to them?
What we had to recognized is that the department heads are subject/matter expertise and that the citi stat program is an organizational wide visioning tool. The Citi Stat team create synergy. This program needed to be a mechanism that would bring together the sum of the individual parts to enhance the value of the whole.
That prompted us to change the manner in which we had these meeting. Instead of just reviewing the data from the previous two month, the Citi Stat Team started to deal with issues. From that point, the team was able to began addressing the priorities of city council and city administration as well as the trends and problems that were coming from the data.
This actually works for us.
The Building process is Never done:
As defined, the best system evolve and grow as the needs, wants and resources of municipality changes.
The Citi Stat committee continues to review all data that we have in our system. Currently, we are in the process of ensuring that what we collect is relevant and useful. We know that over a period of time that some information is no longer useful and no longer needs to be tracked; while other data should be tracked. It will always be an ongoing process.
Lastly, Senior leadership and support are crucial.
If done effectively, it would take approximately 17 to 29 months or 1.5 to 3 years to successfully implement and this type of process.