2011-2012

Annual Report

2

City University Life-Long Learning The City of Tyler’s greatest asset is its employees. Therefore, the continuous improvement of the workforce is vital to Tyler’s productivity and growth. The City of Tyler’s continuing education program, Called City University, is open to all employees and offers classes in everything from personal finance, how to lead a meeting and web page training. City U allows employees to access courses within five tracks: 1. Core Competency Track 2. Innovation Track 3. Professional Development Track 4. Leadership Development Track 5. Life Management Track City U is also responsible for furthering employee education through tuition reimbursement, Leadership Academy, Lean Six Sigma and Toastmasters.

Track External Training

Costs (per class)

City U Training

Costs (per class) Amount Saved

Number of

Classes Held

Core Curriculum - $0.00 $0.00 34

Innovative $2,160.00 $810.00 $32,400.00 24

Professional $2,980.00 $1,100.00 $39,480.00 21

Leadership $2,980.00 $1,100.00 $22,560.00 12

Leadership

Academy $2,980.00 $1,100.00 $22,560.00 12

Total Savings $117,000.00

3

City University Life-Long Learning

Mission: To provide high-quality comprehensive training to all City personnel and to serve as a resource for information and tools to enhance the productivity and professionalism of our employees.

Vision: That the City of Tyler will have a well-trained, highly-skilled workforce that embraces opportunities for life-long learning and growth.

4,635

hours of

training

were

delivered in

2011-2012

4

Core Competency Innovation

The Core Competency Track addresses the basic training skills shared by all employees of the City of Tyler; such as New Employee Orientation, Annual and Tri-annual Budget Training and classes on City Policy. New Employee Orientation is held the second Wednesday of every month. During this class, new hires meet with several different department representatives and learn important policies and procedures from Communications, Lean Six Sigma, Tyler Recycling, Legal Shield, Volunteer Tyler, the Main Street Program, Liberty Hall, HR and Legal. During the City Council meeting new hires are acknowledged by the Mayor and Council Members and receive a City of Tyler lapel pin. The Called to SERVE Spirit Customer Service Training was created by and for City employees in an effort to continue the City’s reputation as the model for good government in the region and the state, by improving the customer service skills that City employees demonstrate every day.

428

227

399

198 161

0

50

100

150

200

250

300

350

400

450

Core Curriculum Innovative Professional Leadership LeadershipAcademy

Co

un

t

City U Attendance by Track

5

Core Competency Innovation The Innovation Track focuses on providing

computer and technical courses to City employees. City employees have varying ranges of computer knowledge. City U allows staff that are more computer literate to take advanced and upper level computer

courses while allowing beginners to start at a level that is

comfortable for them. The City utilizes Tyler Junior College’s Continuing Education Program to provide the majority of computer courses. If 18 employees attended a continuing education course at TJC the cost would be $2,502. The same 18 employees could attend the computer courses offered through City U at a flat fee of $810, saving the City $1,692 every time a class is offered.

Web Page

Training

MS Excel Basic

to Advanced and

Pivot Tables

GIS Pictometry

The Innovation

Track saved

$32,400 by

offering these

trainings at

City U.

Every department has its own web editor. Beginning and advanced monthly web page editing classes are taught by the City’s website representative who has a negotiated contract with the City. www.CityofTyler.org

6

Professional Development Leadership Development

Using both employee subject matter experts and contracted outside resources, continuing education classes were offered for employees to enhance their professional skills. Twenty-one classes were offered in the Professional Development Track in the 2011-2012 fiscal year, and were attended by 399 employees. Skillpath Seminars and Fred Pryor Seminars occasionally offer Leadership and Professional courses in Tyler, with an average cost of $200 per participant. If departments individually sent up to 20 employees to one of these Skillpath seminars, the cost would be $4,000. However, City University can offer the same type of class at an average cost

of $1,200 ($60 per participant). Additionally, the variety of courses offered locally is quite limited. To access the variety of courses offered at City U, employees would likely need to travel to other cities, which would incur expenses from mileage, hotel stay and meals. By attending classes at City U, the employee can get back to work the same day.

Business Writing Skills

Media Training

How to Create Standard

Operating Procedures

Time Management

Conflict Resolution

Presentation Skills

Lean Six Sigma Training

Phone Etiquette

Habits for Success

Serving Difficult

Customers

Dress for Success

$0.00

$10,000.00

$20,000.00

$30,000.00

$40,000.00

$50,000.00

$60,000.00

$70,000.00

Cost of Training Outside Cost of Training at City U

Cost Comparison for Professional Development

7

Professional Development Leadership Development

The Leadership Development Track provides continuing education for employees who are currently in supervisory roles or those who wish to transition into a leadership role. The majority of these courses were contracted to consultants with experience in the specific topics. Some courses specific to the City of Tyler or city government were taught by City of Tyler personnel. In the

Leadership Development Track, 12 courses were offered during the 2011-2012 fiscal year. These courses are designed to empower the workforce to take on leadership positions such as office supervisors, crew leaders and foreman.

Quality Communication Leading a Meeting Problem Solving Successful Delegation Develop and Retain Employees

Working with Various Generational Differences

Team Building Create Positive Accountability

with Annual Reviews

0 100 200 300 400 500

2010-11

2011-12

Professional Development Track Attendance

$22,560 savings

by offering these classes

in-house

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Leadership Academy Class Notifications

Leadership Academy is a selective program that

focuses on training the next generation of leaders for the City of Tyler. This is accomplished through 12 leadership training classes, monthly

discussion sessions, mentoring and a

capstone project. The Leadership Academy

class spends one year together developing skills that will help prepare them to fill critical leadership roles in the future. The group read two chapters per month from John Maxwell’s book, “The 21 Irrefutable Laws of Leadership” and City Manager Mark McDaniel conducted a book discussion with the group prior to each class. He provided insight on how to apply lessons from the Maxwell book to their everyday work life. Leadership Academy participants chose a Department Leader as a mentor

and met with them monthly to discuss their strengths and weaknesses and how they could improve upon their leadership skills. The monthly discussion sessions allow the group to network with each other, review what they learned in their training class and explore their thoughts.

Classes Included:

DISC Assessment

Mentoring

Political Savvy

City Management

Budget

Business Plan

Interviewing

Media

Attitudes

Change Management

Where Are We Going?

Ethics

For their

capstone project,

the group

scripted, filmed

and edited videos

about the best

practices found

within the City.

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Leadership Academy Class Notifications Each month, City University publishes a list of all the upcoming classes in the Blueprint Employee Newsletter and email announcements about upcoming courses are sent to all employees who have a City email address. Department Leaders are encouraged to post communications about courses on the department’s visual management board. All employees are encouraged to sign up for classes through the City’s Intranet site, at which time an email will be sent to their supervisor for approval. Then calendar requests are sent to employees who are approved to attend.

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On September 26, 2012, a graduation ceremony and luncheon was held at Liberty Hall to celebrate the conclusion of City U’s fourth year. A total of 62 employees met the graduation requirements, by completing six courses in a given track.

Mayor Barbara Bass presented each graduate with a framed diploma to commemorate their accomplishments. During this event, the 15 Leadership Academy participants graduated and 18 other employees were announced as the 2012-2013 Leadership Academy class.

Nine employees were officially recognized as Lean Sigma Green Belts and two employees earned Lean Six Sigma Black Belt status.

City U Graduation Tuition Reimbursement

11

32%

42%

26%

Employee Degrees

Associate's Bachelor's Master's

City U Graduation Tuition Reimbursement

City University offers tuition reimbursement for employees who complete educational courses which will benefit both the employee and the City by improving current job skills. Regular full-time employees who have been employed by the City for at least six months are eligible. Employees who receive reimbursement under this policy must fulfill a three-year service requirement which begins from the date of each reimbursement, or must repay the City the full amount of the tuition financial assistance. Reimbursement shall not exceed the tuition rate in effect at the University of Texas at Tyler at the time the tuition costs

were paid by the employees.

19 employees

used tuition

reimbursement

during fiscal

year 2011-

2012.

Grade

Reimbursement

Amount

A 90 percent

B 75 percent

C 50 percent

$30 for books for every

three semester hours

A total of $33,228

was paid for tuition

reimbursement.

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Citizens Academy Toastmasters As part of the City of Tyler’s ongoing effort to promote citizen involvement and transparency in local government, Mayor Barbara Bass initiated the first Mayor’s Citizens Academy in March 2012 as a way for citizens to learn about each City department. “Citizens’ Academy is a great way for those who want to become involved in local government to learn about the

organization and possibly join a City board or volunteer with the City,” said Mayor Bass. During the 11-week program, 25 participants watched presentations, took tours of City facilities and participated in interactive demonstrations . The group had dinner every week with city leaders and either the Mayor or a member of the City Council. Some highlights included watching firefighters put out a burning car, shoot a 1945 Tommy submachine gun at the Police Firing Range and view Traffic’s adaptive use system.

At the end of the program the citizens were recognized at the Mayor’s State of the City Address and received a framed certificate. Seven out of the 25 citizens now serve on a City board.

“I really enjoyed seeing the

employees’ pride in their

department and how they loved their

job and wanted to share it with us,”

said Ellen Krafve.

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Citizens Academy Toastmasters In November 2009, City University launched a Toastmasters club for employees who wanted to enhance and improve their communication and leadership skills.

The City realizes that its success depends in large part on how well employees communicate with each other, as well as with citizens. The mission of a Toastmasters club is to provide a mutually supportive and positive learning environment in which every individual member has the opportunity to develop oral communication and leadership skills, which in turn foster self-confidence and personal growth.

Blueprint Toasters meet once a week during lunch to practice speeches, lead meetings efficiently, offer constructive feedback to each other and diplomatically work with a wide range of people. The club has 27 City employee members, who meet from noon to 1 p.m. every Thursday at City University. Participants work through a series of manuals, each of which offers a set of carefully crafted projects to complete. Each project includes an evaluation guide, which gives club members an easy way to provide immediate feedback when the project is completed.

Toastmaster Accomplishments in 2011-2012

4 people earned Competent Communicator

4 people earned Advanced Communicator Bronze

1 person earned Advanced Communicator Silver

5 people earned Competent Leader

3 people earned Advanced Leader Bronze

1 person earned Advanced Leader Silver

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Lean Six Sigma Lean Six Sigma

Lean Six Sigma is a structured methodology that combines two schools of thought to reduce and eliminate waste and variation in a process. Lean Six Sigma is a combination of Six Sigma (pioneered by Motorola) and Lean Manufacturing (the Toyota Production System). Six Sigma was developed at Motorola in the mid-1980’s and is a business and problem solving strategy that uses data to make decisions that positively impact the culture and business paradigm. The ultimate goal of Six Sigma is the relentless pursuit in variation reduction. Variation is quantified as a sigma level; the higher the sigma level a process performs at, less variation and fewer defects exist. The strategy uses a five phase approach to problem solving: Define, Measure, Analyze, Improve and Control. Lean Manufacturing is based upon the principles and practices of the Toyota Production System. Lean Manufacturing was first developed after World War II during the reconstruction of the Japanese automotive industry. Taiichi Ohno was a major contributor to the development of Lean Manufacturing at Toyota. The overall goal is the elimination or reduction of waste in a process. The principal wastes that should be looked at are transportation, over production, over processing, defects, waiting, motion and inventory. These wastes are found in all processes and need to be limited or eliminated. The City of Tyler has a long tradition of continuous improvement. In 1997 the City of Tyler adopted the Tyler Blueprint, which expresses the City’s core values and related goals for developing operational best practices. The Blueprint defines our organizational culture and is what differentiates us from other municipal governments. The overall goals outlined by the Blueprint are to Streamline, Empower, Respond, Venture, and Evaluate. The City launched the Lean Six Sigma program in August 2009 with the hiring of a Master Black Belt.

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Lean Six Sigma Lean Six Sigma

Mission: To enable city employees to improve processes and maximize resources by utilizing the Lean Six Sigma Methodology.

Vision: To promote a culture of continuous improvement and innovation by empowering the City of Tyler workforce to achieve Performance Excellence.

Lean

Six

Sigma

Eliminates Waste

& Variation

16

Lean Six Sigma Training Empowerment Blue Belt Training This is an introductory course in Lean Six Sigma. Designed to give the employee a basic education of the numerous tools that can be used in the constant pursuit to eliminate waste and variation in a process. Green Belt Training The Green Belt is a part-time problem solver that is taught the Lean Six Sigma Methodology. The Green Belt is assigned projects that fall within their job scope. This allows the Green Belt to work on projects that are meaningful to their position and department. The traditional Green Belt training is conducted in increments of a week-long training over two months, thus taking employees out of work for large periods of time. The City of Tyler decided to change the format to four weeks of half day training conducted over four months. The Green Belts receives a total of 80 hours of training on subjects that range from Quality Function Deployment, Process Capability Analysis, ANOVA, Design of Experiments, Kanbans, 5S and many other continuous improvement and analytical tools. As part of certification, the Lean Six Sigma Green Belt must complete a project within a fiscal year and prove an understanding of the Lean Six Sigma principles. Black Belt Training Black Belts are a full-time problem solver that is assigned to a department or Key Leader. The Black Belt participates in multiple projects and also in the Performance Excellence Program. Black Belts are selected from the pool of the Green Belts. These Black Belts will go on to receive an additional 80 hours of training that provides much deeper discussion of continuous improvement and analytical tools. The Black Belts must also complete two projects, mentor Green Belts and become a driving force in the deployment of Lean Six Sigma. Project Selection With any deployment it is imperative to identify projects that are going to be impactful and successful. To ensure that appropriate projects were selected, one on one meetings were held with each Key Leader and Department Leader that would be involved in the first wave of Green Belt training. In those meetings a discussion of individual department goals were discussed. As a result of those meetings, 79 potential opportunities were identified.

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Lean Six Sigma Training Empowerment Training: Green Belt Training is conducted during the months of October through January. During this time the Green Belt is learning to use the Lean Six Sigma Methodology and working on a project. Black Belt Training is conducted during the months of March and April.

Report Outs: Project report outs are conducted throughout the course of the year. The Black Belts and Green Belts provide a summary of the projects that they are currently working on or completed projects. This report out is open to all departments and the community.

Graduation/Certification At the end of the fiscal year in conjunction with City U, Black Belts and Green Belts are certified for there efforts in completing assigned projects and the requirements for certification.

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Financial Perspective Process Perspective

Lean Six Sigma has tremendously impacted the financial outlook of the City of Tyler. The savings that can be attributed to the success of project completion, the accumulated total of hard and soft savings is $3.6 Million dollars as of May 2013.

By hiring a Master Black Belt, the City of Tyler has been able to save thousands of dollars. When looking at the potential cost of what a consultant may charge an analysis based on iSixSigma magazine and a web search of number consultant organizations was used as a reference to determine cost. The City of Tyler would have approximately spent $1,091,475 dollars in consulting costs since the inception of the Lean Six Sigma program if a consult would have been hired.

FY 2009-10 FY 2010-11 FY 2011-12 FY 2012-13

Consultant Cost $230,600 $323,395 $298,880 $238,600

COT Cost $117,100 $116,449 $116,449 $135,663

Savings $113,500 $206,946 $182,431 $102,937

$-

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

$350,000

1.2.2 Consultant Cost Comparison

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Financial Perspective Process Perspective

Lean Six Sigma Blue Belt training is a four-hour course in which the

participants get an introduction into the concepts of Lean Six Sigma. Lean Six Sigma Green Belt training consists of four one week half day

trainings over four months, totaling 80 hours of training. In this training a much deeper understanding and use of the methodology is given to the participants.

Lean Six Sigma Black Belt training is a continued extension of Lean Six Sigma Green Belt training. The Black Belt receives an additional 80 hours of training and is taught additional tools and has a deeper understanding of the methodology.

Additional training opportunities are conducted throughout the year in support of Lean Six Sigma and the City of Tyler’s Performance Excellence Program.

Blue Belt Green Belt Black BeltBusiness Plan

TrainingHabits forSuccess

Working WithLean Sigma

New EmployeeOrientation

FY Total 1 1 0 2 1 0 7

Total 11 4 3 7 3 4 27

0

5

10

15

20

25

302.2.1 Lean Six Sigma Training Waves Completed

20

Process Perspective Customer Perspective

Project completion is the key to a sustainable and successful Lean Six Sigma program. Since the implementation of Lean Six Sigma, 69 projects have been completed, with 29 open projects and 10 projects in the definition phase as of May 2013 Project accountability and project status is necessary for a successful deployment of Lean Six Sigma.

The City uses Minitab’s Quality Companion database to monitor and document projects. The Quality Companion provides a dashboard that can be used to find the status on the various projects that are being worked on. It captures the project name, champion, project leader, status, and cost savings. The Quality Companion has a module in it that allows for the Lean Six Sigma practitioner to follow the 12 step breakthrough strategy. It also allows for documentation of actions, files and documents.

Open Closed Proposed Rejected

Projects 29 69 10 9

0

10

20

30

40

50

60

70

80

2.1.1 Projects

21

Process Perspective Customer Perspective

One of the main overall goals for the implementation of Lean Six Sigma was to increase productivity and time. An important metric that we use is Hours Saved in the number of projects that have been worked on. As of May 2013 we have been able to save 25,899 hours for the City. This allows the teams more time to get other items accomplished in a more productive manner.

The success of the Lean Six Sigma Green Belts and completion of their projects is the ability to provide a mentoring program. This mentoring program consists of a Black Belt being assigned Green Belts that they are responsible for mentoring.

0

1000

2000

3000

4000

5000

6000

7000

8000

9000

0

200

400

600

800

1000

1200

1400

1600

1800

Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13

Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13

FY Hours Saved 993 861 826 1137 1490 1592 1368 155 0 0 0 0

FY Accumulated Saved 993 1854 2680 3817 5307 6900 8268 8423 8423 8423 8423 8423

3.4.1 Lean Six Sigma Hours Saved

0% 10% 20% 30% 40% 50%

Strongly Agree

Agree

No Opinion/Neutral

Disagree

Strongly Disagree

Strongly Agree AgreeNo

Opinion/NeutralDisagree Strongly Disagree

12/7/2012 42% 42% 14% 0.90% 0.30%

3.3.1 Mentorship Survey

22

Learning & Growth Lean Six Sigma Learning and Growth is vital to any organization that wishes to remain competitive. Since the inception of Lean Six Sigma we have trained 412 employees.

Blue Belt Green Belt Black BeltBusiness Plan

TrainingHabits forSuccess

Working WithLean Sigma

New EmployeeOrientation

SWOT Analysis Create a VMB Create an SOPPEP Criteria

Training

TrainedEmployees

(minus NEO)

FY Total 13 15 0 26 18 0 0 36 12 5 8 133

Total 180 34 7 73 20 40 116 36 12 5 8 415

% Trained 21% 4% 1% 9% 2% 5% 14% 4% 1% 1% 1% 49%

0%

10%

20%

30%

40%

50%

60%

0

50

100

150

200

250

300

350

400

450

2.5.1 Lean SixSigma Total Employees Trained

Trained:

Blue Belt: 180

Green Belt: 34

Black Belt: 7

49 percent of City of Tyler employees have been formally trained in Lean Six Sigma tools and Performance Excellence Program training.

23

Learning & Growth Lean Six Sigma

24

Performance Excellence Program PEP Scores In the last three years, the world economy has experienced a devastating recession that has changed the way citizens view the government. It has become even more critical that Tyler differentiate itself and continue to demonstrate a commitment to performance excellence and fiscal conservatism. A key strategy that has helped Tyler weather the tough economic times has been the commitment to the Blueprint Business Model and implementation of employee engagement strategies such as the Tyler Apprentice Program, City University, Leadership Academy, Called to SERVE Internal Communications and Lean Sigma. These programs empower City employees to find solutions, develop programs and enhance processes that result in higher-quality services and cost savings. The City of Tyler is now pulling together all aspects of these strategies into the Performance Excellence Program (PEP). Each department is challenged with evaluating themselves in seven PEP Criteria areas: 1. Leadership 2. Strategic Planning 3. Customer Focus 4. Measurement, Analysis, and Knowledge Sharing 5. Workforce Focus 6. Operations 7. Results A performance evaluation is conducted by a team of City of employees known as the PEP Squad. The PEP Squad evaluates the departments on how well they compare to the PEP Criteria and provide each department a score. This score provides the department with an idea of where they are on their journey to becoming the standard for performance excellence in local government.

25

Performance Excellence Program PEP Scores

TAPE: 473

2012 Q2: 439

2012 Q4: 525

26