Efficient and Effective City Services Council is committed to providing programs and services to the community in the most efficient and cost effective manner possible without sacrificing responsiveness and quality. Strategic Plan Outcome Measures L Value of Public Services J Employee Satisfaction K Confidence in City Leadership J Financial Condition J Unassigned Fund Balance K Confidence in City Government L Attended/Watched a Public Meeting Objectives and Measures Tasks and Activities K Provide Effective Services   Measure(s) J Satisfaction with Service Quality J Positive Employee Interactions J Use of Greer Connect K Service Requests Closed within SLA ü Conduct National Citizen Survey ) Promote use of Greer Connect ) Conduct operation efficiency evaluations ) Provide customer service training to all employees. ) Deploy integrated software solutions + Identify and Implement Alternative Service Delivery options ) Review and recommend amendments to the Municipal Code of Ordinances L Maintain an Effective Workplace Environment   Measure(s) K Communicating Expectations by Management L Applying Discipline Fairly and Consistently K Employee Appreciation K Have Necessary Materials, Resources, and Equipment ü Conduct National Employee Survey ü Identify and implement NES Outcome and Objective measures ü Complete new Classification and Compensation Study ü Implement performance-based employee evaluation tools + Develop and implement an Employee Intranet Service ) Continue and enhance employee recognition program + Increase supervisor training program ) Upgrade the public safety emergency communications system J Provide Sound Financial Management   Measure(s) J Revenues Over/Under Expenditures J Personnel Budget J Debt Margin J Significant Material Findings ü Draft and Implement a Financial Policy ü Attain Certificate of Achievement for Excellence in Financial Reporting ) Continue to build reserve fund ( Strengthen the contingency fund ) Pursue applicable grant opportunities K Facilitate Civic Engagement   Measure(s) J City Website Visits J Satisfaction with Public Communications K Inviting Public Participation K Civic Engagement Opportunities ü Provide online video of council meetings ü Utilize social media to promote public meetings and activities ü Implement Greer Connect + Website re-design ) Provide video broadcast of special event and activities on the PEG channel ( Provide real-time public broadcast of council meetings + Develop mobile platform option for website J At or Above Target       K Slightly Below Target       LBelow Target X No Data       Ä Pending       ü Completed                           ( Developing       ) Implementing       + Evaluating   L Value of Public Services Return to Top Why It Matters The public’s perception of the value they receive for city services is important in making the correlation between the taxes they pay and how effective the city is in delivering those services. If this satisfaction level is high it increases the public’s trust in the decisions and policies council makes. In addition the perception of value is affected by how quickly and effectively reported problems are resolved or observed conditions are remediated. Target Analysis of Outcome Measure 65% of residents rating the value of service received for taxes paid as good or excellent. The city conducted a new citizen survey in FY2016 in order to determine resident perceptions of the city and compare results from the FY2012 survey. Those surveyed that felt the value of services for the taxes paid were either good or excellent increased from 52% to 54%. Action Improvement Plan The city works to provide the public with information regarding the cost to serve and where the tax dollars collected are spent. Since FY2012, new efforts such as the Greer Connect system, an improved website, financial transparency program, utilization of social media, promotion of public engagement opportunities, and other initiatives have been implemented to help residents better understand how and where their tax dollars are spent. The city will conduct a new citizen survey in FY2019. Data Sources Objective(s) FY2016 Citizen Survey FY2012 Citizen Survey L Provide Effective Services J Provide Sound Financial Management Value of Services for Taxes Paid Year Target Rating Status FY2016 FY2012   65% 65% 54% 52%   L Below Target L Below Target Return to Top K Provide Effective Services   Why It Matters Those served by the city expect the services provided to effectively address their concerns and issues. Addressing concerns, inquiries, and issues in a timely fashion is extremely important to being effective in the public’s view. A well trained staff with the necessary tools and training is essential to delivery services in an effective manner. The resulting experience for the public helps develop their trust in the employees to not only respond in a timely fashion but with the right solutions. Analysis of Objective Year Status 3 measures At or Above Target, 1 Slightly Below Target 2 measures At or Above Target, 1 Slightly Below Target, 1 Below Target FY2016 FY2015 K Slightly Below Target K Slightly Below Target Action Improvement Plan More progress needs to be made in the area of providing the public with fast and easy ways to make requests for services in addition to staff making sure they are responded to in an effective and timely manner. Through continuing operational efficiency reviews and customer service training employees will continue to have more awareness of how to best accomplish these needs. In FY2015 staff will work to promote increased use of Greer Connect, conduct operation efficiency evaluations, participate in continuing customer service training, deploying integrated software solutions to attain efficiencies, identify and implement alternative service delivery options, and review and recommend amendments to the Municipal Code of Ordinances. The city will conduct a new citizen survey in FY2016. More specific information on the actions can be found through the measure and outcome links below. Objective Measure(s) Outcome Measure(s) J Satisfaction with Service Quality J Positive Employee Interactions J Use of Greer Connect K Service Requests Closed within SLA L Value of Public Services Ä Employee Satisfaction           Return to Top K Provide Effective Services   Objective Measures J Satisfaction with Service Quality J Positive Employee Interactions J Use of Greer Connect K Service Requests Closed within SLA Outcome Measures L Value of Public Services   Return to Top J Satisfaction with Service Quality   Target The current goal is to have 65% of Greer residents who rate the quality of services as good or excellent Analysis of Objective Measure Action Improvement Plan The city conducted a new citizen survey in FY2016 in order to determine resident perceptions of the city and compare results from the FY2012 survey. Those surveyed that felt the quality of services provided were either good or excellent increased from 72% to 81%. The city plans to conduct a new survey in FY2019. The city continues to implement processes and programs that improve communications regarding the provision of city services to address lack of knowledge or understanding of expectations between the city and residents. Data Source & Related Links Linked Initiatives FY2016 Citizen Survey FY2012 Citizen Survey ü Conduct National Citizen Survey ) Conduct operation efficiency evaluations Ä Complete City Facilities Master ) Deploy integrated software solutions + Identify and Implement Alternative Service Delivery options ) Review and recommend amendments to the Municipal Code of Ordinances ( Conduct annual employee survey Objective(s) K Provide Effective Services Satisfaction with Service Quality Year Target Rating Status FY2016 FY 2012   65% 65% 81% 72%   J At or Above Target J At or Above Target   Return to Top J Positive Employee Interactions   Target The current goal is to have 65% of Greer residents who rate the quality of customer service received from employees as good or excellent Analysis of Objective Measure Action Improvement Plan The city conducted a new citizen survey in FY2016 in order to determine resident perceptions of the city and compare results from the FY2012 survey. Those surveyed that rated the overall quality of customer service provided by employees as either good or excellent increased from 71% to 77%. The city plans to conduct a new survey in FY2019. In FY2012, the city implemented a comprehensive customer service training program for all existing employees. New employees are provided an overview of the city’s customer service philosophy. All employees receive an annual customer training session. Data Source & Related Links Linked Initiatives FY2016 Citizen Survey FY2012 Citizen Survey ü Conduct National Citizen Survey ) Provide customer service training to all employees. ( Conduct annual employee survey Objective(s) K Provide Effective Services Positive Employee Interactions Year Target Rating Status FY2016 FY2012 65% 65% 77% 71% J At or Above Target J At or Above Target   Return to Top J Use of Greer Connect   Target The current goal is to annually have at least 200 service requests made using Greer Connect. This will be increased to 400 starting FY2016. Analysis of Objective Measure Action Improvement Plan A CRM module was implemented in FY2012 to allow the public to request a service through the city’s website. This option allows the public to easily make requests for service at any time. Growth in use of the CRM has been slow. The proliferation of mobile smartphone technology has led staff to work with the solution provider to implement a mobile app option in FY2015. Use of Greer Connect increased 170% in FY2015. The benchmark target will be increased to 400 starting FY2016. For FY2015 staff will work to increase the promotion of Greer Connect, implement a mobile solution option, and integrate the CRM into other software solutions use in operations. Data Source & Related Links Linked Initiatives Greer Connect ) Promote use of Greer Connect ) Deploy integrated software solutions ü Implement mobile solution for Greer Connect ( Conduct annual employee survey Objective(s) K Provide Effective Services Use of Greer Connect Year Target Rating Status FY2016 FY2015 FY2014 FY2013 FY2012 300 200 200 200 200 306 340 126 87 79 J At or Above Target J At or Above Target L Below Target L Below Target L Below Target   Return to Top K Service Requests Closed within SLA   Target The current goal is to complete 65% of service requests made using Greer Connect by the Service Level Agreement (SLA) date assigned for each service type Analysis of Objective Measure Action Improvement Plan As part of the CRM implementation in FY2012 staff set a period of time allowed to complete a service request called the Service Level Agreement (SLA) was based on the current operational standards in practice. Ongoing review and evaluation of operational efficiencies city-wide result in the SLAs being adjusted from time to time. Since inception the SLAs timeframes have shrunk overall but, while still short of the target, each year has seen improvement in percentage of requests completed before the end of the SLA date and the average number of days service requests remained open has improved from 35.3 in FY2013, to 25.3 in FY2014, to 13.9 in FY2015 but rose a bit in FY2016 to 16.9. Staff will continue to conduct operation efficiency reviews to insure service requests are completed in the shortest time possible. In addition, the city continues to provide customer service training to all employees. A new onboarding program is being developed that will include review of and training in the Greer Connect CRM platform. Data Source & Related Links Linked Initiatives Greer Connect ) Conduct operation efficiency evaluations ) Provide customer service training to all employees. ) Deploy integrated software solutions ( Conduct annual employee survey Objective(s) K Provide Effective Services Service Requests Closed within SLA Year Target Rating Status FY2016 FY2015 FY2014 FY2103 FY2012 65% 65% 65% 65% 65% 52% 61% 44% 48% 37% K Slightly Below Target K Slightly Below Target L Below Target L Below Target L Below Target   Return to Top J Employee Satisfaction   Why It Matters Employee satisfaction is essential for efficient and effective service delivery. A high rate of employee satisfaction is directly related to lower turnover, more effective communication, higher productivity, and taking more pride in how well they perform their public service. Target Analysis of Outcome Measure 100% of employees that somewhat agree or strongly agree with being satisfied with their job with the City of Greer The city completed a National Employee Survey in FY2017 to allow its employees to provide opinions regarding their satisfaction on the job and other key characteristics of a quality work environment. Although employee satisfaction was very high, the city’s overall effort to maintain an effective work environment was rated as Below Target based on the objective measures selected in areas identified by the employees as requiring improvement. Action Improvement Plan Develop and implement a pay plan based on the findings of the FY2015 Classification and Compensation study. Develop and conduct a bi-annual employee survey starting in FY2016 Develop Outcome and Objective Measures from NES survey Develop and implement employee programs and services that meet employee workplace expectations Data Sources Objective(s) FY2017 Employee Survey L  Maintain an Effective Workplace Environment Employee Satisfaction Year Target Rating Status FY2017 100% 95% J At or Above Target     Return to Top K Confidence in City Leadership   Why It Matters Employees must feel that their leadership is not only competent but cares about the issues they face in being able to deliver effective and efficient service to the public. Target Analysis of Outcome Measure 100% of employees whose overall level of confidence in the city’s leadership is good or excellent. The city completed a National Employee Survey in FY2017 to allow its employees to provide opinions regarding their satisfaction on the job and other key characteristics of a quality work environment. Confidence in the city’s leadership was rated high at 89% but still falls short of the 100% target. Key objective measures related to communications, employee performance management, employee appreciation, and adequate resources were identified as areas for improvement that will increase levels of confidence in the city’s leadership. Action Improvement Plan Develop and implement a pay plan based on the findings of the FY2015 Classification and Compensation study, enhanced training programs, more accessible tools for communicating the city goals and objectives, enhanced employee evaluation program, upgrades to the public safety communications system, and better employee recognition programs. Data Sources Objective(s) FY2017 Employee Survey L  Maintain an Effective Workplace Environment Employee Satisfaction Year Target Rating Status FY2017 100% 89% K Slightly Below Target     Return to Top L Maintain an Effective Workplace Environment   Why It Matters An effective workplace environment is critical to provide services to the public in an effective and efficient manner. If employees perceive or are experiencing conditions that affect them negatively or does allow them to do their jobs effectively then service provision will suffer. Training, communicating expectations, equitable compensation, accountability, proper resources, and recognition of employee performance are cornerstones of a successful workforce. Analysis of Objective Year Status 3 measures Slightly Below Target, 1 Below Target FY2017 L Below Target Action Improvement Plan Through the city’s FY2016 National Employee Survey employment satisfaction was at 95% however there were key areas identified by the employees where there needed to be improvements made. Targets for performance in each outcome and objective measure is set 100% under the believe that while employees will not always be completely satisfied with everything there are key areas that all employees much be in order to have a workplace environment that is able to deliver services in the most effective and efficient manner possible. The city will focus on increasing supervisor training, improve the public safety communications system, and more comprehensive employee recognition programs. Objective Measure(s) Outcome Measure(s) K Communicating Expectations by Management L Applying Discipline Fairly and Consistently K Employee Appreciation K Have Necessary Materials, Resources, and Equipment J Employee Satisfaction K Confidence in City Leadership     Return to Top L Maintain an Effective Workplace Environment   Objective Measures K Communicating Expectations by Management L Applying Discipline Fairly and Consistently K Employee Appreciation K Have Necessary Materials, Resources, and Equipment Outcome Measures J Employee Satisfaction K Confidence in City Leadership   Return to Top K Communicating Expectations by Management   Target The current goal is to have 100% of employees rating communication of expectations by management as good or excellent Analysis of Objective Measure Action Improvement Plan The city completed an employee survey in FY2017 to allow its employees to provide opinions regarding their satisfaction on the job and other key characteristics of a quality work environment Those completing the survey felt that the communication of expectations by management was good or excellent. The city will conduct a new employee survey by FY2020. The city will improve communication of expectation through enhanced supervisor training, more accessible communication tools for employees, performance focused messaging in the quarterly employee newsletter, and more detailed performance expectation exposure during the onboarding process for new employees. Data Source & Related Links Linked Initiatives FY2017 Employee Survey ü Conduct National Employee Survey ( Develop and implement enhanced supervisor training + Develop and implement an employee intranet ( Incorporate performance expectations into the employee onboarding process ) Performance messaging in quarterly employee newsletter Objective(s) L  Maintain an Effective Workplace Environment Communicating Expectations by Management Year Target Rating Status FY2017 100% 78% K Slightly Below Target   Return to Top L Applying Discipline Fairly and Consistently   Target The current goal is to have 100% of employees that feel the fair and consistent application of discipline is good or excellent. Analysis of Objective Measure Action Improvement Plan The city completed an employee survey in FY2017 to allow its employees to provide opinions regarding their satisfaction on the job and other key characteristics of a quality work environment Only 45% of those completing the survey felt that the fair and consistent application of discipline was good or excellent. The city will conduct a new employee survey by FY2020. In FY2017 the city began more comprehensive supervisor training that increased the amount of personnel management based skills. The new performance based personnel evaluation form was reviewed and additional training on using it as a tool for performance counseling will provided moving forward. Data Source & Related Links Linked Initiatives FY2017 Employee Survey ü Conduct National Employee Survey ( Develop and implement enhanced supervisor training + Evaluate and improve the performance based personnel evaluation tool Objective(s) L  Maintain an Effective Workplace Environment Applying Discipline Fairly and Consistently Year Target Rating Status FY2017 100% 45% L Below Target   Return to Top K Employee Appreciation   Target The current goal is to have 100% of employees that feel employee appreciation efforts are good or excellent. Analysis of Objective Measure Action Improvement Plan The city completed an employee survey in FY2017 to allow its employees to provide opinions regarding their satisfaction on the job and other key characteristics of a quality work environment 81% of those completing the survey felt that employee appreciation efforts are good or excellent. The city will conduct a new employee survey by FY2020. Past activities to demonstrate the city’s appreciation for the efforts of its employees are long standing practices that were identified as needing to be evaluated in order to make sure they were meeting the needs of its current workforce demographics and expectations. A new employee appreciation focus group was established in FY2017 to make recommendations for employee recognition practices. Data Source & Related Links Linked Initiatives FY2017 Employee Survey ü Conduct National Employee Survey ü Establish an employee appreciation focus group ( Evaluate current employee appreciation practices and modify as recommended Objective(s) L  Maintain an Effective Workplace Environment Employee Appreciation Year Target Rating Status FY2017 100% 81% K Slightly Below Target   Return to Top K Have Necessary Materials, Resources, and Equipment   Target The current goal is to have 100% of employees that feel the availability of the materials, resources and equipment necessary for effective and efficient delivery of services is good or excellent. Analysis of Objective Measure Action Improvement Plan The city completed an employee survey in FY2017 to allow its employees to provide opinions regarding their satisfaction on the job and other key characteristics of a quality work environment. 79% of those completing the survey felt that the availability of materials, resources, and equipment necessary for effective and efficient delivery of services was either good or excellent. The city will conduct a new employee survey by FY2020. In evaluating the response employees had to the availability of necessary materials, equipment, and resources it was also noted that the radio systems used by the public safety departments were rated very poorly. In FY2017 a concentrated effort was implemented to upgrade these systems and to also evaluate all equipment being utilized by employees. Data Source & Related Links Linked Initiatives FY2017 Employee Survey ü Conduct National Employee Survey ) Upgrade the current public safety communications systems ( Implement asset management software solution Objective(s) L  Maintain an Effective Workplace Environment Have Necessary Materials, Resources, and Equipment Year Target Rating Status FY2017 100% 79% K Slightly Below Target   Return to Top J Financial Condition   Why It Matters The city must manage its financial condition to insure it remains healthy. Sound accounting practices, appropriate debt management, revenue and expenditure oversight, and delivering a balance accurate budget are some of the most important ways to make sure the city’s financial position remains strong. Target Analysis of Outcome Measure Total Net Position (assets over liabilities) to be a minimum of 35% The previous benchmark for this outcome was 50%. In FY2015 new GASB rules were implemented requiring the city to “book” its employee state retirement system liability. After evaluation of this change the target benchmark was adjusted to 35%. Without the new rules the city’s total net position would have increased from 55% in FY2014 to 59% in FY2015.  The new benchmark will be re-evaluated again for FY2016. Action Improvement Plan Continue to effectively manage the city financial position by providing sound financial management strategies. Data Sources Objective(s) City Financial Reports J Provide Sound Financial Management Total Net Position (Assets Over Liabilities) Year Target Rating Status FY2016 FY2015 35% 35% 39% 35% J At or Above Target J At or Above Target   Return to Top J Unassigned Fund Balance   Why It Matters A strong and healthy unassigned fund balance provides the city with enough security to address unexpected and major needs at any time. By providing the ability to fund and continue operations under the most severe circumstances provide continuity the public needs in times of crisis. Target Analysis of Outcome Measure 35% of total budget that is available as an unassigned fund balance The city met this target in the FY2015 budget cycle. Action Improvement Plan Continue to utilize best practices and dedicated tax millage to maintain the unassigned fund balance equal to at least 35% of the total annual budget. Data Sources Objective(s) City Financial Reports J Provide Sound Financial Management Unassigned Fund Balance Year Target Rating Status FY2016 FY2015 FY2014 FY2013 FY2012 35% 35% 35% 35% 35% 63% 48% 44% 33% 25% J At or Above Target J At or Above Target J At or Above Target K Slightly Below Target K Slightly Below Target   Return to Top J Provide Sound Financial Management   Why It Matters The city must provide sound financial management to provide effective and efficient use of public funds. Sound accounting practices, appropriate debt management, revenue and expenditure oversight, and delivering a balance accurate budget are some of the most important ways to make sure the city’s financial position remains strong. Analysis of Objective Year Status 4 measures At or Above Target 3 measures At or Above Target, 1 Slightly Below Target 4 measures At or Above Target FY2016 FY2015 FY2014 J At or Above Target J At or Above Target J At or Above Target Action Improvement Plan The city has taken numerous steps to establish policies and procedures to make sure the city is financially sound. While the city has worked hard to establish an appropriate unassigned fund balance to be available in case of an unexpected and significant event, there still needs to be a strong enough contingency fund (as indicated in the financial policy) to deal with less significant but immediate operational needs not forecasted during budget preparation. Measure Measure(s) Outcome Measure(s) J Revenues Over/Under Expenditures J Personnel Budget J Debt Margin J Significant Material Findings J Financial Condition J Unassigned Fund Balance     Return to Top J Provide Sound Financial Management   Objective Measures J Revenues Over/Under Expenditures J Personnel Budget J Significant Material Findings J Debt Margin Outcome Measures J Financial Condition J Unassigned Fund Balance   Return to Top J Revenues Over/Under Expenditures   Target A minimum of 5% of revenues over expenditures annually. Analysis of Objective Measure Action Improvement Plan Due to a direct focus on providing responsive services, focusing on making it easy to do business with the city, establishing manageable fees and tax burdens, and encouraging staff to spend tax payer dollars wisely, the city has consistently met the target over the past three years. Work on strengthening the contingency fund and continue to purse grant opportunities. Data Source & Related Links Linked Initiatives City Financial Reports ü Draft and Implement a Financial Policy J Attain Certificate of Achievement for Excellence in Financial Reporting ( Strengthen the contingency fund ) Continue to build reserve fund ) Pursue applicable grant opportunities Objective(s) K Provide Sound Financial Management   Year Target Rating Status FY2016 FY2015 FY2014 FY2013 FY2012 5% 5% 5% 5% 5% 11% 11% 10% 10% 7% J At or Above Target J At or Above Target J At or Above Target J At or Above Target J At or Above Target   Return to Top J Personnel Budget   Target The personnel expense no higher than 65% of the total budget. Analysis of Objective Measure Action Improvement Plan The city has consistently come in under the established target for the past 3 years. Continue to effectively manage the personnel budget that allows the city to provide the expected level of service in relation to the operational needs to provide those services. Data Source & Related Links Linked Initiatives City Financial Reports ü Draft and Implement a Financial Policy ) Pursue applicable grant opportunities Objective(s) K Provide Sound Financial Management   Year Target Rating Status FY2016 FY2015 FY2014 FY2013 FY2012 65% 65% 65% 65% 65% 61.9% 60.5% 61.5% 61.3% 59.9% J At or Above Target J At or Above Target J At or Above Target J At or Above Target J At or Above Target   Return to Top J Debt Margin   Target Not to exceed 50% of the allowed annual legal debt limit Analysis of Objective Measure Action Improvement Plan The city has consistently come in under the established target for the past three years. Continue to effectively manage the city’s existing debt and to limit the use of Tax Anticipation Notes along with prudent use of lease purchase to address capital needs. Continue to pursue grant options that can provide equipment and supplies. Data Source & Related Links Linked Initiatives City Financial Reports ü Draft and Implement a Financial Policy ( Strengthen the contingency fund ) Continue to build reserve fund ) Pursue applicable grant opportunities Objective(s) K Provide Sound Financial Management   Year Target Rating Status FY2016 FY2015 FY2014 FY2013 FY2012 50% 50% 50% 50% 50% 15% 18% 25% 29% 35% J At or Above Target J At or Above Target J At or Above Target J At or Above Target J At or Above Target   Return to Top J Significant Material Findings   Target The target is to have no significant material findings in the annual audit. Analysis of Objective Measure Action Improvement Plan The FY2015 audit indicated a significant material finding regarding excess expenditures over appropriations. While these expenditures were under budget overall formal budget amendments did not occur. Staff has taken action to ensure proper processes will be followed. Continue to provide the highest level of financial management that meet accepted accounting standards and principles. Data Source & Related Links Linked Initiatives City Financial Reports ü Draft and Implement a Financial Policy ü Attain Certificate of Achievement for Excellence in Financial Reporting Objective(s) J Provide Sound Financial Management   Year Target Rating Status FY2016 FY2015 FY2014 FY2013 FY2012 0 0 0 0 0 0 1 0 0 0 J At or Above Target K Slightly Below Target J At or Above Target J At or Above Target J At or Above Target   Return to Top K Confidence in City Government   Why It Matters Ensuring the public has confidence in the city government regarding its services and priorities is inherent to building trust. Target Analysis of Outcome Measure 65% of surveyed residents who have good or excellent overall confident in the City of Greer government The city included a new rating in its FY2016 citizen survey asking participants to rate tier overall confidence in the City of Greer government. Of those responding 62% indicated this confidence to be good or excellent. This measure has been selected as an outcome measure replacing Civic Engagement Opportunities which has been changed to an objective measure replacing the Satisfaction with the PEG Channel. The city plans to conduct a new survey in FY2019. Action Improvement Plan The city actively pursues opportunities to share information regarding not only the types of services and activities it provides but the reasoning behind the processes and decisions that have been made in regards to why and how they are provided. The city will continue to utilize and improve the ways this information gets shared with the public through website improvements to provide access to viewing public meetings and events as well as making it easier to navigate and find information. The city will also continue to strategically utilize social media (Facebook, Twitter) to provided data and information as well as replacing the Blackboard Connect system to for direct dialing residents.  Data Sources Objective(s) FY2016 Citizen Survey K Facilitate Civic Engagement Overall Confidence in City of Greer Government Year Target Rating Status FY2016 65% 62% K Slightly Below Target Return to Top L Attended/Watched a Public Meeting   Why It Matters An informed and involved community is vital to establish trust with those served by the city. This civic participation helps the community to better understand the way choices are made in determining how these services are delivered. Target Analysis of Outcome Measure 65% of the public either attending or watching a public meeting. The city conducted a new citizen survey in FY2016 in order to determine resident perceptions of the city and compare results from the FY2012 survey. Those surveyed that either attended or watched a public meeting decreased from 31% to 28%. The results are below the target benchmark as well as much lower than the national comparison benchmarks. The city plans to conduct a new survey in FY2019. Action Improvement Plan In FY2012 the city began replaying city council meetings on the website in addition to working with local print and digital media outlets to promote upcoming meetings. The city is currently developing the ability to show council meetings live on the city’s public access channel. Data Sources Objective(s) FY2016 Citizen Survey FY2012 Citizen Survey K Facilitate Civic Engagement Attended or watched a public meeting Year Target Rating Status FY2016 FY2012 65% 65% 28% 31% L Below Target L Below Target   Return to Top K Facilitate Civic Engagement   Why It Matters It is an inherent responsibility of the city to actively promote how the public can be engaged in the business of the city. Providing easier and more frequent ways for the public to engage in the local government process helps to build trust and to allow the public to learn firsthand about how and why public services are delivered. Analysis of Objective Year Status 2 measures At or Above Target, 2 Slightly Below Target 2 measures At or Above Target, 2 Slightly Below Target FY2016 FY2015 K Slightly Below Target K Slightly Below Target Action Improvement Plan Starting in In FY2012 the city began taking several steps to better facilitate public engagement. The website was redesigned to make it easier to navigate with a more noticeable calendar of events. The city began actively using social media (Facebook, Twitter). The city developed Greer Connect to share important information with residents using a direct dial phone messaging system. In FY2015 staff began developing the website to include a mobile platform and preparation to deliver council meetings live on the city’s public access channel. Objective Measure(s) Outcome Measure(s) J City Website Visits J Satisfaction with Public Communications K Inviting Public Participation K Civic Engagement Opportunities K Confidence in City Government L Attended/Watched a Public Meeting   Return to Top K Facilitate Civic Engagement   Objective Measures J City Website Visits K Civic Engagement Opportunities J Satisfaction with Public Communications K Inviting Public Participation Outcome Measures K Confidence in City Government L Attended/Watched a Public Meeting   Return to Top J City Website Visits   Target Average at least 15,000 visits per month to the city’s website. Analysis of Objective Measure Action Improvement Plan The city’s website traffic continues to steadily increase. Effectively manage the website to keep it up to date with the accurate and relevant information. Begin developing plan to re-design the website, Continue to expand the mobile platform for the city website. Data Source & Related Links Linked Initiatives City of Greer Homepage Monthly Department Reports ü Provide online video of council meetings ü Implement Greer Connect + Website re-design + Develop mobile platform option for website Objective(s) K Facilitate Civic Engagement City Website Visits Year Target Rating Status FY2016 FY2015 FY2014 FY2013 FY2012 FY2011 15,000 15,000 15,000 15,000 15,000 15,000 17,700 18,364 16,713 15,184 13,548 11,087 J At or Above Target J At or Above Target J At or Above Target J At or Above Target K Slightly Below Target L Below Target   Return to Top K Civic Engagement Opportunities   Target 65% of surveyed residents who feel there are good or excellent opportunities to participate in community matters. Analysis of Objective Measure Action Improvement Plan The city conducted a new citizen survey in FY2016 in order to determine resident perceptions of the city and compare results from the FY2012 survey. Those surveyed that rated opportunities to participate in community matters increased from 57% to 60%.  While still slightly below target the city’s efforts to engage the community in a number or community planning initiatives over the past couple of years seems to have impacted this perception. The city plans to conduct a new survey in FY2019. Starting in In FY2012 the city began taking several steps to provide the public with more outlets to receive information regarding city meetings and activities. The website was redesigned to make it easier to navigate with a more noticeable calendar of events. The city began actively using social media (Facebook, Twitter). The city developed Greer Connect to share important information with residents using a direct dial phone messaging system. In FY2015 staff began developing the website to include a mobile platform and preparation to deliver council meetings live on the city’s public access channel. Data Source & Related Links Linked Initiatives FY2016 Citizen Survey FY2012 Citizen Survey ü Pilot test online and social media engagement options to garner citizen involvement in the Community Master Plan process ) Use social media to heavily promote community meetings. Objective(s) K Facilitate Civic Engagement Civic Engagement Opportunities Year Target Rating Status FY2016 FY2012 65% 65% 60% 57% K Slightly Below Target K Slightly Below Target   Return to Top J Satisfaction with Public Communications   Target 65% of the public who feel the city does a good or excellent job in providing communication about meetings, events, and activities. Analysis of Objective Measure Action Improvement Plan This was above the target in the FY2012 citizen survey where 71% of the respondents felt the city’s public communication efforts were good or excellent. This rating declined in the FY2016 citizen survey but was still at or above target. The city plans to conduct a new survey in FY2019. A new website re-design will begin FY2016 along with continued efforts to expand the mobile platform for the city’s website. Promotion and use of Greer Connect to provide communication between the city and the public will continue to expand communication efforts. Data Source & Related Links Linked Initiatives FY2016 Citizen Survey FY2012 Citizen Survey Greer Connect City of Greer Facebook Page Greer TV Greer Communications Office ü Provide online video of council meetings ü Utilize social media to promote public meetings and activities ü Implement Greer Connect + Website re-design ) Provide video broadcast of special event and activities on the PEG channel ( Provide real-time public broadcast of council meetings + Develop mobile platform option for website Objective(s) K Facilitate Civic Engagement Satisfaction with Public Communications Year Target Rating Status FY2016 FY2012 65% 65% 69% 71% J At or Above Target J At or Above Target   Return to Top K Inviting Public Participation   Target 65% of the public who feel the city does a good or excellent job in inviting participation in public meetings Analysis of Objective Measure Action Improvement Plan This was slightly below target in the FY2012 citizen survey where 58% of the respondents felt the city does a good or excellent job of inviting public participation in city events, meetings, and activities. The rating increased to 60% in the FY2016 citizen survey but was still slightly below target. The city plans to conduct a new survey in FY2019. Continue to expend public communications efforts that highlight opportunities for public participation. Utilize Greer Connect to heavily promote opportunity to participate in the public workshops for the Greer Community Master Plan. Develop a comprehensive program that creates a process for how the city promotes participation opportunities. Data Source & Related Links Linked Initiatives FY2016 Citizen Survey FY2012 Citizen Survey Greer TV Greer Communications Office ü Provide online video of council meetings ü Utilize social media to promote public meetings ü Implement Greer Connect ( Provide real-time public broadcast of council meetings ( Develop a comprehensive program to facilitate public participation Objective(s) K Facilitate Civic Engagement Inviting Public Participation Year Target Rating Status FY2016 FY2012 65% 65% 60% 58% K Slightly Below Target K Slightly Below Target