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16-349114_Strategic_plan_progress_report_E_Book

Public Service Excellence Major Challenge Areas 2,000,000 1,750,000 1,500,000 1,250,000 1,000,000 750,000 500,000 250,000 0 Digital Market Reach July-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16 Apr-16 May-16 June-16 Digital Reach (no. of people) Digital Marketing Reach Target Page 1 12 | 2016 Strategic Plan Progress Report 1. Document Management (Municipal Court) • Implemented a conviction packet file scanning process for all driving under the influence, domestic battery, and possession of marijuana cases with convictions. Allows for the immediate processing of certified records requests via printon demand in lieu of manual retrieval and copying of the case file. Over 2,500 packets (docket sheet, criminal complaint, and original sentencing order) have been scanned since July 2015. • Automated the creation of the Admonishment of Rights forms used in most criminal cases thus eliminating the previous handwritten form via Crystal Reports. 2. Reduction in Traditional Media Outlets for Citizen Communication (Public Affairs) • Expanded use of electronic media channels to share information with the public, including through the launch of the Nextdoor App for Henderson Police and new Facebook, Twitter and Instagram accounts for Sports and Recreation, Henderson Pavilion, Henderson Happenings, Henderson Fire and Henderson Police. • Maximized use of electronic messaging display monitors in Henderson City Hall and other locations to promote events, services and community involvement by staff and city officials. • Increased Facebook audience “likes” by more than 50 percent. • Attracted 230,000 more City of Henderson website users resulting in 2 million added page views and 365,000 additional user sessions since 2015 relaunch. 3. Lack of Formal Properly Structured Policy Formulation Approach (Public Affairs/Intergovernmental Relations) • Drafted an interdepartmental policy making approach to investigate, research and develop creative policy solutions for challenging city priorities, as requested by Henderson City Council or senior management, or in response to new state or federal mandates, implement legislative changes, or to address significant, negative performance management trends.


16-349114_Strategic_plan_progress_report_E_Book
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