Leading an Organization to Achieve High Performance.

Leading an Organization

to Achieve

High Performance

Why Listen to Our Story

2

Measures of Success

Crime Down35%

SAFER CLEANER BETTER

3

Measures of SuccessEmployee Engagement 2007 2012 % Increase

Recognized for my work 73% 85% ↑ 16%Understand how SP relates to my job 54% 88% ↑ 63%Teamwork is encouraged 81% 94% ↑ 16%

Learning and DevelopmentOpportunities for growth/development 73% 81% ↑ 11%Leadership opportunities 67% 88% ↑ 31%CommunicationInformation is communicated 79% 91% ↑ 15%Clear strategic direction, vision and values from senior leadership

60% 89% ↑ 48%

Supervisor communication 53% 89% ↑ 68%

4

Decreased turnover rate from 11% to 4.6%

2008 2009 2010 2011 2012$0

$100,000

$200,000

$300,000

$400,000

10

20

30

40

50

Body Mechanic Injuries and Claims Paid

Injuries Claims Paid

Measures of Success

Managed Risk and Safety

Reduced both injuries and claims paid by >50%

5

Measures of Success

AAA

Eliminated 50,000+ hours

Cost savings and avoidances

= $44,000,000

Low tax and water/sewer rates 10% reduction in staff No layoff, no furloughs

6

New way of doing

business

2007 2008 2009 2010 2011 20122006

Introduced to Baldrige

Criteria

1st TAPE Application

Worked on OFIs

2nd TAPE Application

Received TAPE

1st Baldrige Application

2nd Baldrige Application

Received the Baldrige

Performance Excellence Journey- Began in 2006

7

Successful yet traditional

Entitlement vs. incentive

Dedicated workforce seeking direction

Silos

Financial challenges

Operational challenges

Challenges

8

Roadmap for Success

Win hearts and minds Establish a common vision

Give them what they need Earn respect

9

THINK

Sustaining the Culture

FEEL TOUCH

Vision

Model for safe and beautiful neighborhoods, vibrant economy and exceptional recreational, cultural and educational opportunities.

Mission

Deliver exceptional services and promote a high quality of life for residents, visitors and businesses.

Connecting

10

Connecting

Holistic team approach

Leveraged 70+ cross-functional teams

Alignment/reassignment of resources to accomplish strategic priorities

Consistent and constant communication

11

Motivate and Inspire

Col. Joshua Chamberlain

12

Motivate and Inspire

Share results

Reward desired behavior

Encourage and act on creative and innovative suggestions

Actively listen, learn and work to understand

Exhibit servant leadership

13

Respect is a Cornerstone

14

Promote Employee Well-being IWin: Incentive based

$50, $100, $150 per month Retiree insurance premium credit

Increased participation from 30% to 65% in four years

Health cost containment strategy Savings

Claims $1.5 million annually Reduce actuarial determined retiree

cost by $25 million On-site health coach

15

Develop Talent Pool

Recruit and promote to meet current and future needs

Develop future successors and leaders

Aligned training with philosophy

Empowerment: own the problem and the solution

16

Increased positions filled by promotion from 30% to 47%

Focus on Data and Processes

Reduced commercial plan review From 15.7 to 3.8 days

Reduced sidewalk repairs From 14 to 6 weeks

Reduced new street construction From 18 to 9 months

Reduced Municipal Court line time From 3 hours to 6 minutes at peak time

17

Focus on Data and Processes

Lean mindset all levels Just Do It!

Supporting systems

Training

Partners and vendors involved

18

Bottom Line

Irving focuses on what is valuable to customers

Customer satisfaction & employee engagement increased by double digits in nearly all categories

Ultimately, Baldrige validates we are doing business the right way

19

Benefits of the State Program

20

Organization Gains from this Process

Provided a self-assessment and self-improvement framework

Gave us an outside perspective

Feedback report provided a tool for discussing improvement priorities

Forum to learn best practices

21

What Employees Learned During our Journey

Power of focus and clear direction – connection

Importance of processes, measures and using data to make decisions

Change is no longer a scary word – embrace it!

The city has a plan and they can contribute

Leadership is everyone’s responsibility

Communication: inside, outside, up, down and across is critical

An improvement mindset

22

What now after winning TAPE and Baldrige

23

Improvement is Continuous

“Perfection is unattainable, but if we chase it, we will catch excellence”

- Vince Lombardi

24

25

Thank you!