government quality- drive lasting improvement
DESCRIPTION
Government Quality Management - It's Not an Oxymoron! Government can and does provide quality performance in management. One way is through the use of the Baldrige Criteria for Performance Excellence and see some of the national stars from around the nation.TRANSCRIPT
Government Quality Government Quality Management – Management –
Drive Lasting ImprovementDrive Lasting Improvement
Nick Mandel Nick Mandel
Why Baldrige? Why Baldrige?
Baldrige is a well Established Quality Baldrige is a well Established Quality Management Program-since 1988Management Program-since 1988
47 States have variations of non-profit 47 States have variations of non-profit organizations using the systemorganizations using the system
Established and Maintained under the Established and Maintained under the Baldrige National Quality Program /National Baldrige National Quality Program /National Institute of Standards & Technology Institute of Standards & Technology
Government Quality Management – Government Quality Management – Drive Lasting ImprovementDrive Lasting Improvement
44
4
Information, Analysis & Knowledge Management
5Human
Resource Focus
6Process
Management
1Leadership
2StrategicPlanning
3Customer &
Market Focus
Organizational Profile: Environment, Relationships, and Challenges
7Business Results
Baldrige Quality Management Baldrige Quality Management ModelModel
A Organizational Description including •Key Organizational Characteristics
• Organizational Environment•Organizational Relationships
AND
Organizational Challenges including;•Competitive Environment,
•Strategic Context,•Performance Improvement System
Organizational Profile:
Environment, Relationships, and Challenges
Description
•….Be the Nation’s Premier City to community to live, work and raise a family”• 771 FTEs•Four Wholly-owned subsidiaries•Two Customer Groups-
Residents & Business
Organizational Profile:
Environment, Relationships, and Challenges
Description •Safe Efficient Transportation Systems •Construction Planning & Oversight•Maintenance •Aviation •Rail •Traffic Safety•Public Transportation
Organizational Profile:
Environment, Relationships, and Challenges
Organizational Challenges
• Compete regionally with Palm Beach & Dade Counties• 95% Residential Build out,•Fiscal Limitations – (Taxes) •Limited competitive information & data with similar size local governments
Organizational Profile:
Environment, Relationships, and Challenges
Organizational Challenges
•7th Largest state highway system in the nation •7th Largest number of bridges in nation, •Aging Infrastructure,•Limited/ restricted funding (Taxes)•$37 billion in transportation needs next 20 years
Organizational Profile:
Environment, Relationships, and Challenges
1.2 Social
Responsibility
1.1 Organizational
Leadership
Values & Expectations Empowerment and Innovation Set Direction Governance Performance Reviews Findings and Improvement
Regulatory, Legal, and Ethical Responsibilities
Anticipate concerns Support of Key
Communities
1. LEADERSHIPThe Leadership Category examines how senior leaders address values, directions, and performance expectations, as well as a focus on customers and other stakeholders, empowerment, innovation, and learning. Also examined are your organization’s governance and how your organization addresses its public and community responsibilities.
Shared Vision and ValuesShared Vision and Values Organizational AlignmentOrganizational Alignment Creating Value for CustomersCreating Value for Customers AccountabilityAccountability A Great Place to Work A Great Place to Work
Government Quality Management – Getting it Right
LeadershipLeadership1.0
Leadership
Government Quality Management – Getting it Right
LeadershipLeadership1.0Leadership
One Team Agreement
Strategic Planning Process
Key Factors Addressed
Strategic Objectives and Timetable
Balance Short- and Longer Term Challenges
Action Plans and Measures
Human Resource Plans
Key Performance Measures & Indicators
Performance Projections
2.1 Strategy
Development
2.2 Strategy
Deployment
2. Strategic Planning
The Strategic Planning Category examines how your organization develops strategic objectives and action plans. Also examined are how your chosen strategic objectives and action plans are deployed and how progress is measured.
Government Quality Management – Getting it Right
Strategic PlanningStrategic Planning2.0StrategicPlanning
3. Customer and Market Focus
3.1 Customer and
Market Knowledge
3.2 Customer
Relationships and Satisfaction
Customer Groups and Market Segments Potential Customers Listening and Learning Strategies Important Product & Service Features Keep Current with Business Needs and
Directions
Increase repeat business and positive referrals Customer Contact Requirements Accessibility and Complaint Management Customer Satisfaction and Dissatisfaction Competitive Performance
The Customer and Market Focus Category examines how the organization determines requirements, expectations and preferences of customers and markets. It also examines how the organization builds customer relationships and determines key factors leading to customer acquisition, satisfaction, loyalty and retention, and business expansion.
Government Quality Management – Getting it Right
Customer FocusCustomer Focus3.0Customer
Focus
4. Measurement, Analysis, and Knowledge Management
Quality and Availability of Data for Internal and External Customers
Hardware and Software Data Integrity, Reliability,
Timeliness, and Confidentiality Organizational Knowledge
Management
Selection and Integration of Reliable Information and Data
Use of Comparative Data and How Information, Data and Measurement
How System is Kept Current Analysis to Support Review Communicate Results to Work
Units
4.2 Information and Knowledge
Management
4.1 Measurement and
Analysis of Organizational Performance
The Measurement, Analysis, and Knowledge Management Category examines how your organization selects, gathers, analyzes, manages, and improves its data, information, and knowledge assets.
Government Quality Management – Getting it Right
Information, Analysis & Information, Analysis & Knowledge ManagementKnowledge Management
4.0I,A & KM
5. Human Resource Focus
5.1 Work Systems
Work Organization and
Management Employee Performance
Measurement Hiring & Career Progression
Key Factors - Short & Long Term Design/Delivery of Training Motivation and Career Development
Safe Work Environment Support and Satisfaction Satisfaction Determination Relationship to Business Results
The Human Resource Focus Category examines how your work systems and employee learning and motivation enable employees to develop and utilize their full potential in alignment with organizational objectives and action plans. Also examined are your efforts to build and maintain a work environment and support climate conducive to performance excellence and to personal and organizational growth.
5.2 Employee Learning and
Motivation
5.3 Employee Well-Being
and Satisfaction
Government Quality Management – Getting it Right
Human Resource FocusHuman Resource Focus5.0
Human Resource
Focus
6. Process Management
Key Value Creation Processes Requirements and Measures Customers, Suppliers, & Partners Performance Measures & Indicators Minimize Costs and Rework Process Evaluation and Improvement
6.2Support Processes
Key Support Processes
Requirements
Design Support Processes
Key Measures & Indicators
Minimize Costs and Rework
Process Evaluation and Improvement
The Process Management Category examines key aspects of process management, including product, service, and business processes for creating customer and organizational value and key support processes. The Category encompasses all key processes and work units.
6.1Value Creation
Processes
Government Quality Management – Getting it Right
Process Process ManagementManagement
6.0Process
Management
7. Business Results
Performance Levels, Trends, and Comparative Data
7.3 Financial &
Market Results
The Results Category examines your performance and improvement in key business areas – customer satisfaction,product and service performance,financial and marketplace performance, human resource results, operational performance, and governance and social responsibility. Also examined are performance levels relative to those of competitors.
7.2 Product and
Service Results
7.1 Customer-
Focused Results
7.4 Human Resource
Results
7.5 Organizational Effectiveness
7.6 Governance & Social
Responsibility
Government Quality Management – Getting it Right
7.0Organizational
Results
ResultsResultsProduct & Product & Service Service Outcomes 7.1Outcomes 7.1
Government Quality Management – Getting it Right
ResultsResultsProduct & Service Outcomes 7.1Product & Service Outcomes 7.1
7.0Results
Government Quality Management – Getting it Right
ResultsResultsCustomer Focused Outcomes 7.2Customer Focused Outcomes 7.2
7.0Results
Government Quality Management – Getting it Right
7.0Results ResultsResults
Financial & Market Outcomes 7.3Financial & Market Outcomes 7.3
Government Quality Management – Getting it Right
7.0StrategicPlanning
ResultsResultsWorkforce- Focused Outcomes 7.4Workforce- Focused Outcomes 7.4
Government Quality Management – Getting it Right
7.0StrategicPlanning
ResultsResultsOrganizational Outcomes 7.5Organizational Outcomes 7.5
Government Quality Management – Getting it Right
7.0StrategicPlanning
ResultsResultsLeadership & Responsibility 7.6Leadership & Responsibility 7.6
ResultsResults Improved public opinionImproved public opinion Improved customer serviceImproved customer service Improved management systemImproved management system Improved financial operations and Improved financial operations and
efficienciesefficiencies Improved employee job satisfactionImproved employee job satisfaction National leadersNational leaders
Baldrige Strengths and Baldrige Strengths and WeaknessesWeaknesses
Systematic
Comprehensive
Not Prescriptive
Institutionalized
Not Quick Fix
Labor Intensive
Complex
Lengthy Process to Institutionalized
Thank You
And
Nick Mandel