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North Port unveils intake tracker and short client survey to better measure social services
Summary
City staff presented a Lean 6 Sigma project that standardized social‑services intake using Smartsheet, added a short post‑service survey and dashboards to produce measurable monthly metrics and close open intake loops. The commission and staff discussed next steps for nonprofit outreach and trend analysis.
City Manager Jerome Fletcher and a Lean 6 Sigma project team told the City Commission on March 2 that the Social Services Division has adopted a standardized intake tracker and short post‑service survey to capture consistent, quantifiable data about resident requests and outcomes. Jennifer Sedonis, a grants coordinator in the city manager’s office, said the project’s goal was to move the division from anecdote‑based decisions to ones backed by measurable before‑and‑after metrics.
The team found that existing intake records relied on free‑text fields and multiple parallel systems, which left many inquiries unresolved in the tracking system. Anna Duffy of North Port Fire Rescue, who helped map intake workflows, said the new Smartsheet‑based intake grid breaks requests into types and subcategories and automatically records a case resolution step so files are closed properly.
Alex DeRamio, financial systems administrator in IT, said the city previously lacked defined KPIs and data governance roles; the tracker and dashboards provide monthly and year‑to‑date metrics that staff and leadership can use to identify service gaps and allocate resources. Project manager Melissa McConnell described a pilot that included QA/QC peer review to reduce human entry errors, and Rebecca Laban, an IT business analyst, outlined a control plan for monthly reviews and ownership of data quality.
Commissioners complimented the team and asked for additional trends analysis, including tracking when cases are referred to outside agencies and whether those external referrals led to resolved outcomes. Janica Rio, social services manager, confirmed the division already coordinates with the Salvation Army on the Pathways of Hope program and that the new tracker will include external referral dispositions when available.
Staff said next steps include a nonprofit partner survey to improve coordination, continued monitoring of pilot results, and the ability to evolve dashboard fields as programs change. The commission did not take a formal vote; staff said they would report back as the pilot produces measurable results.
