THE STERLING MANAGEMENT MODEL

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THE STERLING MANAGEMENT MODEL
Is it right for you?
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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?

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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.

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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

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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.

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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.

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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.

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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.

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Our Story
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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.

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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.

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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.

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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.

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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

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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.)

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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.
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Is the Sterling Management Model Right For You?
http//www.floridasterling.com