Success Stories

Examples of implemented process improvements that continue to enhance efficient and effective service delivery to our residents.

Office of the City Secretary


Meeting Minutes Process Improvement

The City Secretary assessment resulted in a reduction in staff time with the Meeting Minutes process. During the assessment, it was observed that it took staff approximately 1 hour to transcribe 15 minutes of a meeting. Revisions to the meeting minutes policy, by going to hybrid of action-only minutes, has minimized the amount of staff time spends prepping the minutes for approval. This allows the public to utilize the enhanced feature of the agenda management system and has now freed staff to focus on other critical elements in the office such as open records, records management, etc.

Why is this recommendation important?

This has helped reduce processing time and reallocation of staff resources to 3-1-1 and redistributed duties within the Office of the City Secretary.

Municipal Court


Full utilization of existing technology

During the Municipal Court assessment, it was observed that court clerks were calling defendants to notify them of their missed payments when they were not assisting defendants at the window or processing cases. It was identified during the assessment that the current court case management system has an automated feature that sends notifications to those defendants with overdue fees. This technology feature can reach more defendants in a shorter amount of time and reduces the amount of time staff spends on the phone. 

Why is this recommendation important?

Ability to use existing technology to enhance customer service that saves staff time and frees up resources for other court responsibilities.

Fire-EMS Department


Removal of the Fire-EMS power unit

The Center for Public Safety Management, LLC (CPSM) was asked to evaluate the efficiency of maintaining the power unit, which is an ambulance staffed with off-duty personnel on an overtime basis. The Fire-EMS Department deployed a power unit five days a week for eight hours each day, with staffing accomplished entirely using overtime. This equated to 80 hours of overtime each week or an estimated 4,160 hours annually. Based on CPSM’s study, eliminating the power unit from service will reduce annual overtime expenditures by an estimated $160,000.

Based on CPSM’s review of the workload and the frequency of daily transports, removing the power unit from service has not adversely impacted the workloads of the remaining transport units. The Fire-EMS Department continues to monitor workload and the impacts to service delivery. 

Why is this recommendation important?

Cost savings without negatively impacting workload or service delivery to our residents.