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strategic initiatives. In a down economy there is also less current and anticipated economic forecast. Figure P.2-1 economic development. These changes create opportunities presents Irving’s key strategic advantages and challenges for innovation as the city finds ways to reduce its budget with associated with organizational sustainability. minimal impact on customer service and quality. Figure P.2-1 Strategic Advantages and Challenges Opportunities for innovation and collaboration are identified during the strategic planning process and through Advantages the use of Lean Six Sigma (LSS). Examples include: 1. Sound fiscal management/low taxes and water/sewer rates Collaboration with faith-based community organizations to 2. Strategic focus/alignment 3. Communication fund programs that have experience decreased HUD funding, 4. Process improvement advancing legislative interest through partnerships and 5. Engaged workforce advancing key transportation initiatives that will spur 6. Speed-to-market (expedited permit and plan review) economic development. 7. Location Challenges P.2.a(3) Comparative Data: Our main sources for 1. Declining revenue comparative data are: 2. Revitalization and redevelopment in targeted areas/new • Financial comparisons and services comparisons made business-commercial development against the largest cities in the DFW metroplex (our 3. Improving the visual impression of the city competitors). 4. Increasing cost of employee health care • Best competitor: One city has been identified as our 5. Aging workforce (28% are retirement eligible) “best” local competitor based on similarity, their double AAA bond rating, and being a leader in city management. P.2.c Performance Improvement System: Irving’s Several other DFW cities are considered “key” performance improvement system includes LSS, measure competitors. scorecards, benchmarking and using the National Baldrige • Baldrige comparison: One Baldrige recipient (Coral Quality Program as a framework. The performance Springs) has been identified for comparative purposes. improvement process is shown in Figure P.2-3. LSS is They are the only city (industry) Baldrige recipient. Coral deployed throughout the organization with related training and Springs is not a comparable city in all service areas. is used to systematically evaluate and analyze process Irving’s population and area is double the size. Irving is capability and reduce variation and waste. Introduction to LSS an older city with a much older housing stock and has a is required training for all employees. Employees use the LSS substantially lower median income. DMAIC process or Lean tools to make improvements. Since • Industry/association standards are used if comparative 2007, Irving has realized $38 million in cost savings and data is not available at the local or Baldrige level. avoidance and has gained over 48,000 hours in productivity • Comparative data from ICMA/CPM is used if best through the elimination of redundant work and the local/state and national are not available. There is a implementation of streamlined business practices through limitation with the ICMA data. Few cities Irving’s size continuous improvement, innovation and benchmarking. participate, limited data is collected, the data is mostly Departments and employees are linked to citywide strategic activity measures and the data is 18 months old. plan goals, strategies, actions and key performance indicators. Employees continually review customer input, work processes • If external comparative data is not available, Irving uses and measure scorecards to identify opportunities for internal historical data to set stretch goals that will drive organizational improvements. performance improvement and innovation. • Benchmark data from a national survey database Irving regularly seeks out opportunities to benchmark and administered by ETC Institute (AOS) is used for learn from other high-performing organizations by comparable residential survey data along with “best” participating in the Quality Texas Quest for Excellence competitor and Baldrige. Employee engagement data is Conference, using the MBNQA Quest for Excellence compared to the highest rated agency on the Federal View Conference DVD as a learning tool, participating in Point Survey, “best” competitor and Baldrige. conferences through professional associations and visiting Additionally, Irving participates in a regional Best Places with the Fortune 500 companies located in Irving. to Work survey 3 years. The Baldrige Criteria is used as its framework for • Comparisons outside the industry include ASTD, SHRM, organizational review and as an annual assessment tool. and Cigna/Kaiser. Applications have been submitted and feedback has been Our primary challenge in obtaining comparative received at the state level in 2009 and 2011 and at the national industry data is the majority of measures collected by level in 2011. In 2011, Irving was a recipient of the Texas municipalities merely reflect workload. Only a small number Award for Performance Excellence (TAPE). We continually of local governments systematically assess performance learn from these assessments and implement improvements. quality and efficiency. Figure P.2-2 demonstrates key initiatives implemented since P.2.b Strategic Context: With limited financial 2006 to improve operations. Several of the improvements resources, organizational sustainability for public employers is address opportunities mentioned in the 2009 and 2011 always a concern, and each year’s budget and associated feedback reports. financial decisions must be made with full consideration of the vii