CITY OF IRVING
PERFORMANCE TEAM
FOCUSED ON EXCELLENCE
CITY OF IRVING
• Located between Dallas and Fort Worth
• 225,427 residents
• 1,800 employees
• 13th most populous city in Texas; 107th
largest in U.S.
• Strong business community
• Adjacent to DFW International Airport
OUR SERVICES
• Law Enforcement
• Fire Protection and EMS
• Water and Sewer
• Refuse Collection
• Street Maintenance
• Traffic Management
• Parks and Libraries
• Capital Improvements
3
OUR CUSTOMERS
• Residents, businesses and visitors
• Sub-Groups
• Wide age range
• Diverse population
• Broad range of needs
4
RESIDENT REQUIREMENTS
• Safe/crime free community
• Timely fire response
• Aesthetically pleasing neighborhood and corridors
• Safe and reliable water supply
• Quality service/timely response/friendly staff/convenience
and low-cost
• Low taxes
• Innovative recreational, educational and cultural opportunities
5
BUSINESSES AND VISITORS REQUIREMENTS
• Safe/crime free community
• Healthy economic environment
• Low taxes
• Speedy response time for permitting and reviews
• Access to restaurants, convention center and
entertainment
6
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.
7
FOCUS ON CUSTOMER SERVICE
• Standards
• Pledge
• Training
8
ONE TEAM, ONE IRVING
• Establish expectations
• Align actions with goals
• Manage, measure and improve performance
• Communication is key
• Data is used to make decisions
9
Strategic
Planning
OVERVIEW
Performance
Measures
Organizational
Assessments
Performance
Team
Baldrige
Criteria
Voice of the
Customer
Process
Improvements
STRUCTURE
Assistant City Manager
Financial Services Director
Performance Administrator
Management Analyst
Management Analyst
STRATEGIC PLANNING
• Manage the citywide strategic
planning cycle
• Development
• Implementation
• Reporting
ORGANIZATIONAL ASSESSMENTS
• Promote organizational sustainability
• Work one-on-one to verify and document key business processes
• Identify opportunities for improvement
• Deploy cross-functional teams to address actionable findings
PROCESS IMPROVEMENTS
• Lean Six Sigma
• Innovation Team
• Cross-functional team
• Fosters big ideas and innovative solutions
• Innovation Roundtables
• Future projects: Innovate Irving and Innovation/Quality School
VOICE OF THE CUSTOMER
• Resident Survey
• Focus: Quality of Life, Quality of City Services, and Resident Priorities
• Employee Survey
• Focus: Engagement, Satisfaction, and Culture
• Business Survey
• Focus: Quality of Economic Environment, Quality of City Services, and Business
Priorities
• Point of Service (POS) Surveys
• 37 surveys – divided by service area
• Focus: Quality of Customer Service and Quality of Specific Services
PERFORMANCE MEASURES
2
Select Measures
3
Comparisons
Determined
•Key work and process indicators
•Regulatory
•Customer requirements
1
Annual Strategic
Planning Process
4
Data Collection,
Analysis and
Reporting
5
8
Year-End
Reporting
7
Performance
Improvement
Process
6
Continuous
Evaluation for
Relevance
Review by:
•Senior leaders
•Employees
•City Council
RESULTS
• Eliminated more than
64,000 hours
• Saved $46 million cost
savings and avoidances
• Generated $29.6 in new
revenues
Crime
Down
35%
QUESTIONS
Aimee Kaslik
Performance Administrator
[email protected]
972 721-2197
Brad Kearney
Management Analyst
[email protected]
972 721-8088
Chris Sanchez
Management Analyst
[email protected]
972 721-2657