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Major Progress within Key Focus Areas |
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From October 1, 2006 – September 30, 2007 |
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E³ Government |
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- Focus on Customer Service and Results
- 98% of all Service Request Completed on time.
- 2007 Citizen Survey – 14.6% increase in respondents who rated the overall quality of City services as good to excellent (48% up from 41% in the benchmark year of 2005)
- Customer service Level I curriculum successfully integrated into City University and New Employee Orientation
- Customer Service Level II training provided to 6,000 employees
- 88 Mystery Shoppers consistently participating; feedback has resulted in retraining and process improvements in the Code Department
- Customer Feedback software purchased and configured to provide standard citywide internal and external surveys and reporting.
- Initiated citywide Homeowner’s and Neighborhood Association interactive mapping project.
- 2007 Citizen Survey – 33.3% increase in the average rating of recycling services (48 points out of 100 up from 36 in the benchmark year of 2005)
- Third Dallas Citizen Survey completed – results showed zero quality of life or service delivery categories decreasing in ratings. 50% of quality of life categories and 52% of service delivery categories showed improvement.
- Dallas Love Field recognized by J.D. Powers and Associates with the 2006 Customer Satisfaction Award
- For second year in a row, recognized by J.D. Power and Associates Airport Satisfaction Index Study. Dallas Love Field ranked #2 in the small airport category for 2007, receiving the highest ratings in airport accessibility and baggage claim.
- The Partners in Service Award from the Great Dallas Asian American Chamber of Commerce for outstanding efforts in outreach to Asian vendors -2007
- The “Million Dollar Roundtable Award” from the Minority Business News Publication organization for public entities that advocate for Minority/Women Business Enterprises.
- Employee Safety
- Reduced Workers’ Compensation claims costs by 3% ($380,000 cost savings)
- Instituted a “Return to Work” (limited duty/alternative job placement) program for employees off work due to injury. 428 employees participated.
- Over four years, have avoided $12M in Workers’ Compensation costs
- Instituted a ‘Safety Scorecard’ to provide departmental accountability to ultimately reduce costs associated with accidents/injuries
- Employee Benefits
- Acquired a 3-year term policy for the City’s property insurance and decreased premiums by 17% ($490,000 savings in the first year)
- No increase in employee health care costs – FY05/06, 06/07, 07/08
- Merit raise program implemented in FY 04/05 continued in FY 05/06, FY 06/07 and FY07/08
- New Processes, Plans and Ideas Initiated
- “Budgeting for Outcomes” continued
- Incorporated New Key Focus Areas: Public Safety; Economic Vibrancy; Clean, Healthy Environment; Culture , Arts and Recreation; Education; and E3 Government
- In March 2007, Street Services Department became the first department within the City to receive ISO 9001 registration. Dallas is the first major city in the United States to achieve ISO 9001 registration for an entire city department.
- Instituted citywide process improvement pilot project to focus on 6 City processes (results expected in early November)
- Citywide SWOT analysis (strengths, weaknesses, opportunities and threats) undertaken to validate strategies; Stakeholder’s meeting held at Dallas Convention Center to receive additional feedback; Measurable objectives added to this year’s strategic planning process; Strategic Plan brochure developed.
- 83.3% of Action Plan activities either complete, ahead of schedule or on-time
- Integrated performance measurement initiative with budgeting process (all service measures now included in Annual Budget Book); developed performance measurement training curriculum now part of City University.
- Completed 3rd year of ICMA benchmarking project for 15 core City service areas; Achieved Certificate of Distinction, ICMA’s highest honor for the quality of the City’s use of performance measurement; Established the North Texas Regional Consortium for comparing performance with area jurisdictions.
- Restructuring Building Inspections - A new Building Official was hired in July to lead the permit issuance, plan review, engineering and field inspections sections. Currently, an ordinance is being drafted to complete the division of responsibilities.
- Streamlined the Council Agenda Preparation System, creating a more user-friendly and efficient process. The technology improvements provided the capability of posting the Dallas City Council Agenda online.
- Website Upgrades/Enhancements - Improved the navigation of the 311 website by adding icons. When the icons were added, the number of citizens accessing the site improved from 15,840 to 27,919. Received 2007 Center for Digital Excellence Award for improvements to the City’s 311 Web service
- The Public Information Office developed weekly, electronic media packets delivered via email rather than making hundreds of hard copies each week for each media outlet. We have saved paper, time and office space – good response from media.
- Court & Detention Services has a new online payment system to be implemented Nov 2007. They have achieved a 20% reduction in window wait time without additional staff (from 25 minutes to 20 minutes between FY 05-06 and FY 06-07)
- Implemented an online system to request birth and death records in order to reduce wait time.
- Employee Productivity, Motivation and Communication
- Employee Recognition Program
- Unsung City Stars
- Great Milestones & Living Legends
- Implemented the “Spotlight on Customer Service” monthly employee recognition program
- Launched a Day-to-Day Recognition program called the Witnessed Outstanding Work (W.O.W) Card Program
- Introduced the 3 Fundamentals of Effective Recognition Poster Campaign.
- Conducted “Employee Engagement Survey” of all City Employees in February – March, 2007
- First such survey conducted in over twenty years
- Sent to employees in paper and electronic form (English and Spanish)
- 45.3 % response rate
- Response rate is representative of demographic make-up of city employees.
- As compared to the external benchmark organizations, the City scored higher in all categories except one (employee health and supplemental benefits)
- Areas in which the city scored high:
- Quality: the degree to which quality principles, such as customer service and continuous improvement are a part of the organizational culture, and the extent to which employees have the resources to deliver quality services.
- Strategic: this reflects the employees thinking about how the organization responds to external influences that should play a role in defining the organization’s mission, vision, and services.
- Physical Environment: this captures the employees’ perceptions about the total work atmosphere and the degree to which employees believe it is a safe working environment.
- Sound Financial Management and Responsibility
- Smaller than forecasted tax rate increase for the first implementation of the 2006 Bond Program
- Added professional level staff to the budget to improve compliance with accounting standards
- Staff training and development increased
- Increased Accountability
- Created Open Records Request Division of the Public Information Office. The Project Manager has centralized the intake and tracking of all Open Records Requests and enforces compliance of the Texas Open Records Act as well as maintains a monthly reporting of departmental compliance for CMO and Directors. DFR was brought under the ORR division – DPD maintains its own ORR division.
- Good Faith Effort Program
- Exceeded the established GFE goals for purchases from local minority or women-owned businesses in: Construction, Architectural and Engineering, and Other Services
- For FY 2006 – Jun. 2007:
- Total local dollars spent: $276,545,429
- Dollars awarded to M/WBEs: $84,967,401 or 30.7%
- Exceeded M/WBE goals by $17,502,626
- Resource Link Team
- Conducted vendor training sessions to educate vendors on the City of Dallas’ procurement process
- 49 workshops, roundtables, and forums conducted in FY 06/07
- Approximately 4,410 vendors attended (see exhibit A)
- Provided one-on-one support to vendors to address real or perceived barriers
- 3,600 vendors were assisted during FY 06-07
- Participated in chambers, advocacy and industry groups’ events and mixers to network with potential vendors and makes them aware of upcoming opportunities with the City
- 2006 Bond Outreach Program
- Develops strategies to strengthen the Community through increased minority participation in the approved City's 2006 Bond Program, the City worked with community groups to address the M/WBE challenges and opportunities of the 2006 Bond Program results are as follows:
- Bond program activities are tracked separately for the 2006 bond program. Minority participation for the bond program will be included in the quarterly GFE performance report presented to City Council
- Compliance of the 2006 bond program minority participation are monitored through the City’s GFE tracking system (CityBots)
- Bond focused activities include:
- Informational 2006 Bond Program forums
- Educational workshops and seminars
- Matchmaking sessions
- City Connections - Dallas’ mentor-protégé program
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Public Safety
Economic Vibrancy
Clean, Healthy Environment
Culture, Arts & Recreation
Education |
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