This presentation provides an overview of Memphis' Strong Cities, Strong Communities initiative and how it uses a triad of 311, performance metrics, and CitiStat to improve government services. It summarizes how Memphis transformed its Mayor's Call Center into a 311 system, highlights examples of using 311 data and performance metrics in CitiStat meetings to address issues like curbside trash complaints, and outlines next steps to further develop these tools. The presentation aims to demonstrate how these public administration strategies can be connected to drive continuous improvement in service delivery.

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

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

14. 311 Benefits to Citizens

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

22. 22
Performance Management

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

25. Performance Management
Strategic Planning
Strategic Financial Management Plan
Operational Performance Metrics
Fiscal Year 2014 Budget Metrics

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

30. 30
Citistat

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

33. 33
Triad in Action
Division of Public Works

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

38. 456
589
315
356
635
410
396
277
323
226
279 297
217
269
District 1 District 2 District 3 District 4 District 5 District 6 District 7
Pre 311 Total Post 311 Total
Public Works: 311 Data

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

40. Lessons Learned

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.

42. 42
Next Steps

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

44. Next Steps Continued

45. 45
Comments/Questions

46. 46
Thank you
Bernice Butler
SC2 Fellow/Performance Management Coordinator