Leading an Organization to Achieve High Performance

1. Leading an Organization to Achieve High Performance

2. Why Listen to Our Story 2

3. Measures of Success Crime Down 35% SAFER CLEANER BETTER 3

4. Measures of Success Decreased turnover rate from 11% to 4.6% 4

5. Measures of Success • Managed Risk and Safety • Reduced both injuries and claims paid by >50% 5

6. 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

7. Performance Excellence Journey - Began in 2006 Received the Baldrige Received TAPE 2ndBaldrige Application 1st TAPE Application 2nd TAPE Application 1stBaldrige Application New way of doing business Introduced to Baldrige Criteria Worked on OFIs 2006 2007 2008 2009 2010 2011 2012 7

8. Challenges • Successful yet traditional • Entitlement vs. incentive • Dedicated workforce seeking direction • Silos • Financial challenges • Operational challenges 8

9. Roadmap for Success • THINK • FEEL • TOUCH • Win hearts and minds • Establish a common vision • Give them what they need • Earn respect Sustaining the Culture 9

10. Connecting 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. 10

11. Connecting • Holistic team approach • Leveraged 70+ cross-functional teams • Alignment/reassignment of resources to accomplish strategic priorities • Consistent and constant communication 11

12. Motivate and Inspire • Col. Joshua Chamberlain 12

13. 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

14. Respect is a Cornerstone 14

15. 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

16. 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 Increased positions filled by promotion from 30% to 47% 16

17. 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

18. Focus on Data and Processes • Lean mindset all levels • Just Do It! • Supporting systems • Training • Partners and vendors involved 18

19. 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

20. Benefits of the State Program 20

21. 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

22. 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

23. What now after winning TAPE and Baldrige 23

24. Improvement is Continuous “Perfection is unattainable, but if we chase it, we will catch excellence” - Vince Lombardi 24

25. Thank you! 25