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THE STERLING MANAGEMENT MODEL

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THE STERLING MANAGEMENT MODEL Is it right for you? – PowerPoint PPT presentation

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Title: THE STERLING MANAGEMENT MODEL


1
THE STERLING MANAGEMENT MODEL
Is it right for you?
2
Objectives
  • What is the Florida Sterling Council?
  • Discuss Sterling criteria and the path to
    implementation.
  • The impact of utilizing the Sterling Management
    Modelour story and the changes we made!
  • Is the Sterling Management Model right for you?

3
What is the Florida Sterling Council?
  • The Governors Sterling Award and the Sterling
    Management Model are based on the National
    Malcolm Baldrige Criteria for Performance
    Excellence.
  • Established in 1992 the Florida Sterling Council
    is a public/private not-for-profit corporation
    supported by the Executive Office of the
    Governor. It is comprised of public and private
    sector members. The Council is led by the
    Executive Committee which oversees the Governors
    Sterling Award for Performance Excellence and all
    Sterling process activities, including the annual
    Sterling conference.

4
Sterling CriteriaWhat is it?
  • The Sterling Criteria includes SEVEN categories
  • Leadership
  • Strategic Planning
  • Customer Focus
  • Measurement, Analysis, and Knowledge Management
  • Workforce Focus
  • Process Management/Operations Focus
  • Results

5
The Path for Implementation of the
Sterling Management Model
  • The Florida Sterling Council has assessment tools
    designed to take your organization through
    various levels of evaluation.
  • At the time of Manatees implementation there
    were THREE unique assessments available to help
    us prioritize our improvement objectives. The
    assessments are structured to become more
    challenging and detailed the goal is to
    progressively move your organization toward goals
    of performance excellence.

6
Sterling Navigator
  • The Sterling Navigator is considered a
    developing level and is a survey-based
    evaluation. It provides a snapshot of where
    your organization currently is and identifies
    organizational strengths and key opportunities
    for improvement. A feedback report is provided
    with data and by category.
  • It is intended to help your organizations focus
    and set future direction.

7
Sterling Challenge
  • The Sterling Challenge is considered a
    developing and accelerating level. This process
    begins to involve more members of your
    organization, is more in depth, and your
    organization receives recommendations as part of
    an Executive Summary.

8
Governors Sterling Award
  • This final step is a comprehensive assessment of
    the organization by Sterling Examiners. This
    includes an extensive on-site review and item
    level feedback of strengths and opportunities to
    help formulate improvement plans.
  • Organizations that have implemented the Sterling
    Management Model may be recognized by receiving
    the Governors Sterling Award.

9
Our Story
10
Leadership
  • 2007
  • Vision, Mission, Values
  • Business hours changed to facilitate training and
    meetings
  • Standardized Weekly Meetings
  • Senior Team, CC Managers Home Team Meetings
  • Pass Ups/Pass Downs
  • Monthly Director Days
  • Senior Team Visitation
  • Process Based Leadership Balanced Scorecard
  • Monthly Organizational Performance Reviews
  • 2008
  • Expectation Reviews
  • Snap-Shot (mid-year) Evaluations
  • 2010
  • Ethics Training and Signed Ethics Oaths
  • 2012
  • Systems Access and Business Purposes Use Only
    Oath
  • 2013
  • Implemented 2 Identification/Tax Collector
    Sit-In for Snap-Shot Evaluations.

11

Strategic Planning
  • 2007
  • Formalized Strategic Planning Process (Vision,
    Mission, Values)
  • 2009
  • SWOTs for our Vendors/Stakeholders/Employees.
  • 2010
  • Formalized a 5-Step Strategic Planning Process
    (Analyze, Approve, Align, Apply, Assess)
  • Key Success Factors/Strategic Objectives
    (Financial, People, Innovation, Service)
  • Core Competencies/Strategic Advantages (Fast
    Convenient Service, Knowledgeable and Cross
    Trained Staff, Integrating Technologies, Agility)
  • Implemented Environmental Assessment Analysis for
    better inputs.
  • 2011
  • Introduced a Calendar of Events for better
    implementation of the Strategic Planning Process.
  • 2012
  • Utilized Process Based Leadership to conduct
    Strategic Planning Meetings.
  • 2013
  • Completed SWOT for our State, DOR and high level
    contacts.

12
Customer Focus
  • 2006
  • Identified three key customer groups (TAX, Motor
    Vehicle, Government)
  • Checklist Program Introduced
  • 2008
  • Customer Relationship Management System
    Implemented
  • Customer Service Requirements (The BUN!)
  • 2009
  • Voice of the Customer Survey
  • Customers provided branch wait times via text
    messaging and QR (Quick Response) codes.
  • 2011
  • Implemented Full Service Driver License
    Operations.
  • 2012
  • Implemented a System Down Notification process so
    customers know when systems (FRVIS, FDLIS, etc.)
    are down in our offices Facebook, Twitter,
    www.taxcollector.com
  • 2013
  • Implemented Automated Appointment Call Back
    System for our Road Skills Testing customers.

13
Measurement, Analysis and Knowledge Management
  • 2007
  • Implemented PBL Scorecard software providing
    electronic scorecards with stop-light
    color-coding for data analysis (Senior Team
    Level).
  • 2008
  • Initiated electronic department scorecards to
    improve alignment.
  • Established user groups and round tables to
    implement process improvement.
  • 2010
  • Formalized Performance Improvement Process
    Model.
  • 2012
  • Improvement of Scorecard Better alignment of
    Key Success Factors to PBL Metrics.
  • 2013
  • Implementation of Performance Charts.

14
Workforce Focus
  • Employee Engagement Survey
  • Employee SWOT
  • Home Team Recognition
  • Employee of the Quarter
  • Most Valuable Employee of the Year
  • Senior Team Recognition
  • Employee Appreciation Week
  • Longevity Luncheon
  • Degree Pay
  • Mentoring Program
  • Lunch with Tax Collector
  • Casual Days
  • Pass Ups/Pass Downs
  • Security Cameras
  • Badges
  • Deputy on Duty
  • Tax Collector Blog Recognition
  • Communication Between Departments PBL Agenda Item
  • Innovation Proposal Process
  • Essays/Attendance to Sterling Conference

15
Process Management
  • 5 Key Work Process (CC, FC, OP, FS IT)
  • 3 Key Requirements (Respectful, Timely, Accurate)
  • Identified Key Performance Measure Goals
  • (2013- reviewed all measures/goals,
    updated three year projections and ensured
  • all measures still fit within our model.)
  • All align to our Key Success Factors/Strategic
    Objectives on our Scorecards.
  • Emergency Management Process (Disasters)
    (2013- Implemented 3 year strategic priority to
    improve all emergency management functions.)

16
Results
Result 7.4-2 Shows the percent of our engaged
employees segmented by key workforce group.
Engagement levels for all workforce groups have
increased over the past three years despite our
strategic challenge of compensating
employees. Results 7.4-3 Shows responses to each
engagement question segmented by key workforce
group.
17
Is the Sterling Management Model Right For You?
http//www.floridasterling.com
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