City of Raleigh, Public Utilities Department: Strategic Plan
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prioritization of Code Enforcement requests, with competing requests from different divisions
and a lack of clarity regarding Code Enforcement policies. The new model consisted of a single
Code Enforcement Officer assigned to an individual division, with monthly meetings between
the Division Superintendent and the Code Enforcement Officer to set prioritization of Code
Enforcement activities. The results of the new business model include:
A single point of contact regarding Code Enforcement issues for all divisional staff;
The division determines priorities regarding code enforcement resources;
The divisional staff members have a clear idea of the Code Enforcement officer’s duties,
work load and progress on individual cases; and
The PUD management has clear metrics to measure the Code Enforcement workload and
as such, additional resources volunteered by individual divisions, have been brought to
work on Code Enforcement issues.
In each of these examples, organizational inefficiencies were perceived or clearly identified by
senior management, middle management or our frontline work force. Teams of subject matter
experts (drawn from our workforce) and outside consultants interviewed senior management,
middle management or our front line work force. The teams used the interviews to review an
existing business process and, where possible, compare that business process to national
standards. For our Department, a business process could be the work of an entire division or
the day-to-day interaction of a program like the Code Enforcement Program. A business
process is how we get our work done and how we provide service to our customers.
Ideas designed to improve our organization were developed and implemented by the teams.
The new business processes will then be monitored to see if they truly deliver improved
efficiencies. This practice can best be described as a culture of continuous improvement, and will
represent, for some divisions, a new way of thinking that may result in new ways of completing
our work or delivering our services.
There will be many other examples of increased efficiencies and processes which streamline
our business process. Additional examples will be featured in a quarterly newsletter titled Our
Water, Our Future.