A Florida Natural Resource: The Sterling Approach to Performance Excellence A workshop at The Florida Conference on Aging 2001 Doris Reeves-Lipscomb Groups-That-Work 3318 San Pedro Street Clearwater, Florida 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

InputsSystem Black Box Outputs & Outcomes Open Systems Model

Health and Social Services Systems Outputs/ Outcomes What are they in your organization? System Inputs

Health and Social Services Systems Outputs/ Outcomes System Inputs What are they in your organization?

Health and Social Services Systems Outputs/ Outcomes System What is being transformed? Inputs

Open Systems ProcessTRANSFORMATION OUTCOMESINPUT

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 AgilityDiscussion 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 ResultsDiscussion 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

The Leadership Triad

The Results Triad

Sterling Criteria Framework

What do we mean by results?

Baptist Health Systems 1996 GSA Winner Operating Cash Flow Margin

Florida State Hospital 1999 GSA Winner 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!

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

Charting a Course for Success! Navigator versus 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

Take the next step!

Doris Reeves-Lipscomb 3318 San Pedro Street Clearwater, Florida FAX