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A Florida Natural Resource: The
Sterling Approach to Performance Excellence
A workshop at The Florida Conference on Aging 2001
Doris Reeves-LipscombGroups-That-Work3318 San Pedro StreetClearwater, Florida727.723.7714Groupsthat.work@gte.
net
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
Inputs System
Black Box
Outputs & Outcomes
Open Systems Model
Health and Social Services Systems
Outputs/OutcomesWhat are they in your organization?
SystemInputs
Health and Social Services Systems
Outputs/Outcomes
SystemInputsWhat are they in your organization?
Health and Social Services Systems
Outputs/Outcomes
SystemWhat is being transformed?
Inputs
Open Systems Process
TRANSFORMATIONTRANSFORMATION OUTCOMESOUTCOMESINPUTINPUT
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
DiscussionDiscussionWhat 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
DiscussionDiscussionWhat are some examples of how
your organization collects and uses the right data, or focuses on results with customers and employees?
Sterling Criteria Framework
1Leadership
2StrategicPlanning
3Customer andMarket Focus
6Process
Management
5 HumanResource
Focus
7BusinessResults
4Information and Analysis
Organizational Profile:Environment, Relationships, and Challenges
Sterling Criteria for Performance Excellence Framework: A Systems Perspective
The Leadership Triad
1Leadership
2StrategicPlanning
3Customer andMarket Focus
The Results Triad
6Process
Management
5 HumanResource
Focus
7BusinessResults
Sterling Criteria Framework
1Leadership
2StrategicPlanning
3Customer andMarket Focus
6Process
Management
5 HumanResource
Focus
7BusinessResults
4Information and Analysis
Organizational Profile:Environment, Relationships, and Challenges
Sterling Criteria for Performance Excellence Framework: A Systems Perspective
What do we mean by What do we mean by results?results?
2 2 2 2.23
4.1
7
0
2
4
6
8
10
92 93 94 95 96 97 98
Merrill Lynch Credit Corporation
GOOD
79 79 8082
88
93 94
70
75
80
85
90
95
100
92 93 94 95 96 97 98
Customer Satisfaction
%
65 65 66 6668
7578
60
65
70
75
80
85
90
92 93 94 95 96 97 98
Employee Satisfaction
%
9 9 911
1416
20
0
5
10
15
20
25
30
92 93 94 95 96 97 98
Return on Equity
%
Revenue
$ (B
illio
n)
224
325
620700
0
100
200
300
400
500
600
700
800
92 93 94 95 96 97 98
Organization Capability-Baldrige Score
N/A N/A N/A
GOODGOOD
GOOD GOOD
Sco
re
Baptist Health Systems 1996 GSA Winner
Operating Cash Flow Margin
0%
5%
10%
15%
1998 1999 2000
GOOD
Florida State Hospital1999 GSA Winner
66%
76% 79%
88% 91%94%
50%
60%
70%
80%
90%
100%
1994 1995 1996 1997 1998 1999
Before After
GO OD638
536468
328 324 291
0
200
400
600
800
1994 1995 1996 1997 1998 1999
Before After
GO OD
Employee Compensation Claims
Resident Satisfaction
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
Self-Assessment
Sterling Self-Assessment Process
Understand the Sterling criteria
Conduct a preliminary self-assessment
Identify key opportunities for quality improvement
Take action!A P
DC
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.
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 Navigator
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
The Sterling Challenge
Organization Needs to Determine Course for Success
Select SterlingNavigator?(Beginning)
Administer Survey ToEmployees
Submit Completed SurveysTo Sterling Council
Sterling Tabulates AndAnalyzes Results
Sterling Delivers WrittenFeedback Report
Highlight Strengths AndImprovement Areas
Develop Action Plan
Initiate Improvements
Monitor Results And SetFuture Plans
Select SterlingChallenge?
(Intermediate)
Submit 20-Page Self-Assessment Application
Sterling Examiners EvaluateAnd Score Application
Examiners Conduct 2 DayOn-Site Assessment
Sterling Delivers WrittenFeedback Report
Address Opportunities ForImprovement
Sterling ChallengeRecognition
Apply for GSA
Organizational Course For Success Determined!
Charting a Course for Success!
Navigatorversus
Challenge
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
The Governor’s Sterling Award
How Sterling Can Help Your Organization
Information and referral
Mentoring
Customized workshops on performance excellence
Self-assessment processes
Examiner credentialing
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)?
Would you like your organization to. . .
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
www.floridasterling.com
Take the next step!
GroupsGroups--ThatThat--WorkWorkGroupsGroups--ThatThat--WorkWork
Doris Reeves-Lipscomb
3318 San Pedro Street
Clearwater, Florida 33759
727.723.7714
727.723.3054 FAX
Email: [email protected]