Transcript A Florida Natural Resource: The Sterling Approach to Performance

Doris Reeves-Lipscomb
Groups-That-Work
3318 San Pedro Street
Clearwater, Florida
727.723.7714
Groupsthat.work@gte.
net
A Florida Natural
Resource: The
Sterling Approach
to Performance
Excellence
A workshop at The Florida
Conference on Aging 2001
What we will do
 Become familiar with Sterling values and the
Sterling Performance Excellence criteria
 Learn about Sterling performance tools to assess
and improve organizational performance
 Better understand our current levels of
organizational performance
How we will do it
 Presentation
 Focused Discussion
 Questions and Answers
Introductions
 Name
 Where you work
 Familiarity with Sterling Performance
Excellence Criteria
 Learning goal
Open Systems Model
Inputs
System
Black Box
Outputs &
Outcomes
Health and Social Services Systems
Inputs
System
Outputs/
Outcomes
What are they
in your
organization?
Health and Social Services Systems
Inputs
What are they
in your
organization?
System
Outputs/
Outcomes
Health and Social Services Systems
Inputs System
What is being
transformed?
Outputs/
Outcomes
Open Systems Process
INPUT
TRANSFORMATION
OUTCOMES
Seeking Alignment
True Alignment
Sterling Core Values
 The criteria are built
upon core values and
concepts
 The values are the
foundation of the system
 These values are
embedded as behaviors
in high performing
organizations
Visionary Leadership




Is directed—mission, vision, values
Focused on customers and balance
Passion + Responsibility = Excellence
Role models learning for self &
organization
Customer-Driven Excellence
 Customers determine quality
 Rapid and flexible set-up of system
to meet customer requirements
 All efforts geared to building the
trust, confidence, and loyalty of
customers
Organizational and Personal
Learning
 Always seeking incremental and
breakthrough improvements
 Constantly learning, improving, and
adapting to change
Valuing Employees and
Partners
 Employee satisfaction = customer
satisfaction
 Success depends on knowledge, skills,
& motivation of the workforce
 Development of workforce is vital
 Alignment of human resources with
business direction is operations goal
Agility
 Design and improve services faster
and with greater flexibility
Organizational Best
Practices
• Visionary leadership
• Valuing employees and partners
• Agility
Discussion
What are some examples of how your
organization is led by effective leaders,
cares about employees, or moves quickly to
adapt products and services?
Focus on the Future
 Long-term commitment to customers,
employees, & suppliers
 Need to anticipate
 Growth-oriented while fulfilling
current obligations
Managing for Innovation
 Adding value to current and new
products and services
 Everyone is an innovator on a daily
basis
Management by Fact
 Critical measurements of key
processes, outputs, and results
 Data analysis yields trends,
projections, and cause and effect
 Right measures align activities with
organizational goals
Public Responsibility &
Citizenship
 Business ethics
 Resource conservation & waste
reduction
 Routinely surpassing minimum
requirements & regulations
Focus on Key Results
 Results and value for:





Customers
Employers
Stockholders
Suppliers and partners
Communities
 Use results to communicate priorities,
monitor performance, and focus
improvements
Systems Perspective
 Synthesis—focusing on organization
as a whole
 Alignment—manage and use all
resources to advance performance
and satisfy customers
Organizational Best
Practices
 Managing by Fact
 Focus on Results
Discussion
What are some examples of how your
organization collects and uses the
right data, or focuses on results with
customers and employees?
Sterling Criteria Framework
Sterling Criteria for Performance Excellence Framework: A Systems Perspective
Organizational Profile:
Environment, Relationships, and Challenges
2
Strategic
Planning
5 Human
Resource
Focus
7
Business
Results
1
Leadership
3
Customer and
Market Focus
6
Process
Management
4
Information and Analysis
The Leadership Triad
2
Strategic
Planning
1
Leadership
3
Customer and
Market Focus
The Results Triad
5 Human
Resource
Focus
7
Business
Results
6
Process
Management
Sterling Criteria Framework
Sterling Criteria for Performance Excellence Framework: A Systems Perspective
Organizational Profile:
Environment, Relationships, and Challenges
2
Strategic
Planning
5 Human
Resource
Focus
7
Business
Results
1
Leadership
3
Customer and
Market Focus
6
Process
Management
4
Information and Analysis
What do we mean by
results?
Merrill Lynch Credit Corporation
Customer Satisfaction
Employee Satisfaction
90
GOOD
95
93
85
79
GOOD
78
80
%
82
79
10
GOOD
85
88
90
80
75
75
70
65
65
66
92
93
94
66
68
65
75
92
93
94
95
96
97
98
95
96
97
30
6
4.1
4
2
2
2
2.2
92
93
94
95
700
20
20
14
15
9
9
9
16
11
98
700
GOOD
620
600
500
325
400
300
224
200
5
0
92
93
94
95
96
3
2
800
GOOD
25
10
7
Organization CapabilityBaldrige Score
Return on Equity
%
8
0
60
70
Score
80
94
$ (Billion)
100
%
Revenue
97
98
100 N/A N/A
0
92
93
N/A
94
95
96
97
98
96
97
98
Baptist Health Systems
1996 GSA Winner
Operating Cash Flow Margin
GOOD
15%
10%
5%
0%
1998
1999
2000
Florida State Hospital
1999 GSA Winner
Resident Satisfaction
100%
GOOD
88%
90%
91%
94%
800
600
76% 79%
80%
Employee Compensation
Claims
GOOD
638
536
328
400
70% 66%
468
324
291
200
60%
0
50%
1994 1995 1996 1997 1998 1999
Before
After
1994 1995 1996 1997 1998 1999
Before
After
Self-Assessment
 Approach
 How organizations address the item
requirements – methods used
 Deployment
 The extent to which the approach is
applied to all requirements of the item
 Results
 Outcomes in achieving the item purpose
Sterling Self-Assessment
Process
 Understand the Sterling criteria
 Conduct a preliminary selfassessment
 Identify key opportunities for quality
improvement
 Take action!
A P
C D
Three Options to Achieve
Sterling Performance
Option One: Sterling Navigator
Option Two: Sterling Challenge
Option Three: Governor’s Sterling Award
All three options are based on the Sterling
Criteria for Performance Excellence.
The Sterling Navigator







First step in a basic self-assessment
Based on 7 Sterling categories
Easy way to do systematic assessment
Can do anytime during the year
Internally administered to employees
Sterling Office does analysis
Organization receives narrative & graphical
reports at two levels of detail
The Sterling Challenge
 Second option for a Baldrige-style
assessment
 Based on 7 Sterling categories
 Process takes place throughout the year
 20-page self-assessment & 5-page
organizational overview
 On-site 2-day assessment by Examiner Team
 Category level feedback report
 Recognition at Governor’s Sterling
Conference
Charting a
Course for
Success!
Navigator
versus
Challenge
The Governor’s Sterling
Award
 Most rigorous Baldrige-based assessment
 Based on 7 Sterling Categories including the
item level
 Annual process based on established cycle
The Governor’s Sterling
Award
 Includes 50 page Application
 Plus 5 page Organizational Profile
 On-site (3 day) review with Sterling Examiner
Team
 Item-level feedback report including a 10%
scoring range for each item
 Eligible for both Sterling Quality Achievement
and Governor’s Sterling Award recognition at
annual Governor’s Award Banquet
 Direct link to Performance Excellence
How Sterling Can Help
Your Organization
Information and referral
Mentoring
Customized workshops on
performance excellence
Self-assessment processes
Examiner credentialing
Would you like your
organization to. . .
 Improve the bottom line?
 Manage the budget better?
 Serve more elderly with the services
and products they need?
 Delight your stakeholders (e.g.,
clients,constituents, citizens,
patients, employees)?
Or even. . .
 Focus on what is most important to
your organization’s success?
 Confirm strengths and identify
opportunities for improvement?
 Engage, involve and recognize your
workforce?
NORTH
Take the next
step!
www.floridasterling.com
Groups-That-Work
Doris Reeves-Lipscomb
3318 San Pedro Street
Clearwater, Florida 33759
727.723.7714
727.723.3054 FAX
Email: [email protected]