BUILDING A CULTURE OF ACCOUNTABILITY, TRANSPARENCY, C AND PERFORMANCE EXCELLENCE Aimee Kaslik Chief Innovation and Performance Officer City of Irving, TX
City of Irving Founded 1903; incorporated 1914 Located between Dallas and Fort Worth 229,132 residents 13th most populous city in Texas; 94th largest in U.S. Strong business community Adjacent to DFW International Airport Transition from suburban to urban community
Our Services Law enforcement Fire protection and EMS Water and Sewer Refuse collection Street maintenance Traffic management Parks, libraries Recreational and cultural programming Capital improvements
Making the Connection No company can succeed without energized, engaged and enabled employees who believe the mission and vision and understand how to achieve them Committing to Employee Growth and Development Empowering Employees to Address Customer Needs Engaging Employees in Continuous Improvement Creating a Culture of Accountability Communicating Progress and Outcomes
Our Workforce 1,883 full-time 440 part-time/seasonal 29.39% eligible for retirement
Setting the Foundation Hiring Toolkit Interview Process New Employee Orientation
Workforce Development Succession Planning Development Plans Leaders/Learners Cross-Functional Teams Targeted Training
Workforce Results Positions Filled by Promotion Training Opportunities 60% 100% 50% 80% 40% 60% 30% 20% 10% 40% 20% 0% 2008 2009 2010 2011 2012 2013 2014 2015 0% 2007 2009 2010 2012 2013 2015 Actual Baldrige Target Actual Benchmark
Workforce Results Growth and Development Opportunities Leadership Opportunities 100% 100% 80% 80% 60% 60% 40% 40% 20% 20% 0% 2007 2009 2010 2012 2013 2015 0% 2007 2009 2010 2012 2013 3015 Actual Benchmark Linear (Actual) Actual Benchmark Linear (Actual)
Focusing on Customers Residents, businesses and visitors Sub-Groups Wide age range Diverse population Broad range of needs
Thinking Like a Customer Being proactive vs. reactive Preemptively addressing issues Minimizing inconvenience to the customer Going to the customer Providing 24/7 service Modifying services for to meet customer needs
Customer Results POS Survey Results Resident Survey 100% 80% 80% 60% 60% 40% 40% 20% 0% 2012 2013 2014 2015 20% 2006 2008 2009 2010 2011 2012 2014 2016 Actual Target Actual Linear (Actual)
Focusing on Processes Lean/Lean Six Sigma (LSS) PDCA 5S Process Mapping The Irving Innovation Project Keys to Successful Deployment Leadership involvement Engaging EVERYONE Bottom-up Solutions Reward and Recognition Knowledge Sharing
Process Results Began our improvement journey in 2007: Eliminated more than 66,000 hours Saved $46 million Cost savings and avoidances
Creating Accountability Adopt a Strategic Plan Provide a sense of direction Identify a common vision Guide day-to-day decisions Solve problems and achieve goals Measure for Results Be Transparent!!!
Creating a New Plan Validate and reaffirm existing statements of the vision, mission and core values. Examine the current operational environment and the identify external forces and trends that influence and impact the city s ability to meet citizen expectations. Assess the city s strengths, weaknesses, opportunities and threats. Develop and prioritize of strategic goals around which key policy decisions can be evaluated and important organizational and operational activities can be managed.
Mission, Vision, and Values Mission Deliver exceptional services and promote a high quality of life for residents, visitors, and businesses. Vision Irving will be the model for safe and beautify neighborhoods, a vibrant economy, and exceptional recreational, cultural, and educational opportunities. Values We exhibit personal integrity with every decision. We serve by leading and lead by serving. We show a high level of respect and concern for our coworkers and customers. We encourage creativity and innovation to improve our effectiveness. We learn and grow in a progressive work environment. We excel through desire, determination, and dedication.
Environmental Scan
SWOT Analysis
Strategic Goals and Objectives Looking back from a position of great success, what, specifically, did the city do to achieve that success?
Goal Prioritization
Strategy Map
Strategy Execution Formulate/ Review Strategy Measure Performance Develop Operational Plans Build Alignment
Strategic Plan vs. Business Plan Strategic Plan Council sets goals and strategies Departments do not have direct input into goals and strategies Planning horizon 3 to 5 years Business Plan Includes operations, department goals and objectives, initiatives, and performance measures Not every initiative aligns with the Strategic Plan Planning horizon 1 year
Business Plan Development Key initiative identification Measurement identification Initiative development
Business Plan Output
Monitoring Progress Quarterly updates the Executive Team and Council on Business Plan initiatives and other activities aligned with strategic objectives Quarterly performance measurement review Performance dashboards
Performance Management The Basics Creating Users Building Strategy Maps Creating and Managing Scorecards Managing Content and Dashboards Understanding Data at a Glance Drilling Down into Data Designing Meaningful Reports
Performance Management The Basics
Performance Management The Basics
Performance Management The Basics
Performance Management The Basics
Performance Management The Basics
Performance Management The Performance Measures
Performance Management The Performance Measures
Performance Management The Performance Measures
Performance Management The Business Plan Reviewing Objectives Summarizing Projects Exploring the Details Tracking Project Expenditures Creating Project Gantt Charts Aligning Projects to (Strategic) Objectives
Performance Management The Business Plan Reviewing Objectives Summarizing Projects Exploring the Details Tracking Project Expenditures Creating Project Gantt Charts Aligning Projects to (Strategic) Objectives
Performance Management The Business Plan
Performance Management The Business Plan
Performance Management The Business Plan
Performance Management The Business Plan
Performance Management The Business Plan
Communicating to the Masses
Communication Results Information is Effectively Communicated Open Communication is Encouraged 100% 100% 80% 80% 60% 60% 40% 40% 20% 20% 0% 2009 2010 2012 2013 2015 0% 2009 2010 2012 2013 2015 Actual Linear (Actual) Actual Linear (Actual)
Sustaining the Connection On-the-Spot Awards Employee Celebration Exceptional Employees of the Year Department Recognition Kudos in Inside Irving and Intranet
Results: Positive and Meaningful 80% Overall Quality of Life +34% Quality of Code Enforcement +88% 70% 70% 60% 60% 50% 40% 50% 2006 2008 2009 2010 2011 2012 2014 30% 2006 2008 2009 2010 2011 2012 2014 In 2014 98% How their job contributes to success 97% Understand the mission 90% How success is measured 93% How they relate to the Strategic Plan 70% 60% 50% 40% 30% Appearance of the City +48% 2006 2008 2009 2010 2011 2012 2014
Questions? akaslik@cityofirving.org 972 721-2197
Council Reports
Council Reports
Council Reports
Executive Team Reports
Executive Team Reports
Executive Team Reports
Performance Management The Basics
Performance Management The Business Plan