A Southeastern city of 450,000 undertook a two-year effort to improve operations across multiple departments, including fleet maintenance, public works and development services. Mike Brink led the operations improvement effort.
After one year, efforts to improve construction permitting processes boosted consumer perceptions of service quality by 50 percent and process timeliness by 70 percent. A managed competition for the parts operation of fleet maintenance reduced operational costs by more than 10 percent.
