Developing a Baldrige Culture in a Challenging Environment · 2019. 3. 25. · Developing a Baldrige Culture in a Challenging Environment Presented by Executive Director Brian Collins

3/25/2019

1

2019 Conference on Enterprise Excellence

Developing a Baldrige Culture in a Challenging Environment

Presented byExecutive Director Brian Collins &

Deputy Executive Director Dan Duquette

Welcome!

• What Is IMRF?

• Our Journey of Excellence

• Our Baldrige Culture

2

AGENDA

3/25/2019

2

What is IMRF?

3

WE PROVIDE INCOME PROTECTION

DEATH DISABILITYRETIREMENT

What is IMRF?

4

CREATED BY THE ILLINOIS GENERAL ASSEMBLY

Governed by the Illinois Pension CodeBegan operating in 1941§ In response to

economic conditions (Great Depression)§ Social Security was not

available to public employees§ Started with 5 employers

and $5,000 in assets

3/25/2019

3

What is IMRF?

5

IMRF SERVES 3,010 UNITS OF GOVERNMENT

What is IMRF?

6

IMRF’S MEMBERSHIP

TOTAL IMRF ACTIVE MEMBERS

TOTAL IMRF RETIREES AND BENEFICIARIES

TOTAL IMRF INACTIVE MEMBERS

TOTAL IMRF MEMBERSHIP

3/25/2019

4

What is IMRF?

7

IMRF ASSETS

In 1941$5,000

$38.8BILLION

In 2018

What is IMRF?

8

ONE OF 660+ PUBLIC PENSIONS IN ILLINOIS

5 State-funded pension systems6 Chicago-funded pension systems3 Cook County-funded pension systems

653 Local police & fire pension systems

IMRF§ Second-largest by Assets Under Management§ Largest by number of members§ Best Funded in Illinois

3/25/2019

5

Our Journey of Excellence

9

THE ILLINOIS PUBLIC PENSION ENVIRONMENT

The challenges faced by other Illinois public pension systems creates a challenging environment for IMRF.

How do we respond?


10

OUR STRATEGIC RESPONSE

Established a distinct brand, and assumed a national public pension leadership role through our Journey of Excellence

3/25/2019

6


Adopted a customer service-basedMission and Vision, supported by shared Values

Embedded a systematic process to achieve our Mission

Benchmarked to learn from other high performers, both within the pension industry, and outside of it

Identified best practices from other financial services organizations

11

OUR TACTICAL RESPONSE


Leveraging our Core Competencies§ Knowledge of the Pension Code§ Setting and collecting contributions

from local government§ Investment Management§ Maintaining our member database§ Deployment of secure IS systems§ Ongoing member and employer

communication and training

12

OUR TACTICAL RESPONSE

3/25/2019

7


13

BALDRIGE = A FRAMEWORK TO EXECUTE OUR STRATEGIC AND TACTICAL GOALS

Why Baldrige?§ Proven framework§ In harmony with our

Mission, Vision, and Values


14

KEY TO OUR SUCCESS

It starts with the commitment of our Board of Trustees, Senior Leaders, and Staff to our Journey of Excellence as the means to achieve our Mission and Vision

3/25/2019

8

Our Baldrige Culture

15

LEADERSHIP

Process: Leadership System

Sample Practices

§ Senior Leader Rounding§ Executive Director first day meet-and-greet§ Town Hall Meetings§ Communication Strategy§ Continuous Process Improvement


16

LEADERSHIP

WORKFORCE SURVEY

I understand the rationale behind most business decisions made by the senior leadership teamThe senior leadership team acts on employee feedbackI trust the members of the senior leadership team

Measured through

LEADERSHIP SYSTEM

3/25/2019

9


17

STRATEGY

Process: Triennial Strategic Planning Process (12 Steps)

Sample Practices:§ Balanced Leadership Scorecard that tracks metrics

aligned with 4 Key Result Areas (KRA’s)

§ Execute Action Plans to ensure that we are on track to achieve our strategic objectives

• Continuous Process Improvement


18

STRATEGY

Investment Returns

Funded Status

Customer Satisfaction

Net Promoter Score

Benchmarked Service Score

Cost per Member

Staff Turnover

Engagement Rank

3/25/2019

10


19

CUSTOMERS

Process: Voice of the Customer

Sample Practices:§ Surveying program§ Members and Employers§ Transactional and Ad hoc

§ VOC Gateway Committee

§ Continuous Process Improvement


20

CUSTOMERS

SATISFACTION SURVEY

Overall, how satisfied are you with ___ service?

How easy was the process?

ENGAGEMENT: NPS

How likely are you to promote IMRF as a great organization?

3/25/2019

11


21

MEASUREMENT, ANALYSIS, KNOWLEDGE MGT.

Process: Knowledge Management SystemSample Practices:

§ Standards for each department

§ Pension Code Online

§ IMRF.org

§ Prezi



22

MEASUREMENT, ANALYSIS, KNOWLEDGE MGT.

3/25/2019

12


23

WORKFORCE

Process: Annual Employee Engagement Survey and Follow-up

Sample Practices:§ Department-specific Action Plans to drive improvement

§ Tactics driving reductions in first-year turnover



24

WORKFORCE

Employee Empowerment Culture

Customer Focus

Learning & Development

Rewards & Recognition

Coworker Relationships

Department Relationships

Company Potential

Manager Relationships

Senior Management Relationships

10 Key Drivers of Engagement (set by McLean analysis):

MonitorChange

3/25/2019

13


25

OPERATIONS

Process: SIPOCSample Practices: § Vendor Management (Onboarding, Performance Surveys)


Process: Innovation Management: Sample Practices: § Horizon



26

OPERATIONS

3/25/2019

14


27

RESULTS

Results

28

BALDRIGE CRITERIA KEY TO OUR SUCCESS

2009Bronze Award Commitment to Excellence

2012Silver Award Progress toward Excellence

2014Silver Award Progress toward Excellence

2017 Gold Award Achievement of Excellence

2018 Malcolm Baldrige National Quality Award Application and Site Visit

2019 and Beyond: Continuous Journey of Excellence

3/25/2019

15

Began in 2009 at a conference just like this

Took 3 months to develop our first application

The feedback hooked us

10 years, and many improvements later, we were awarded the gold

2018 Baldrige Application and Site Visit

2019 Baldrige Application

29

BEGIN YOUR JOURNEY TODAY!

Developing a Baldrige Culture in a Challenging Environment · 2019. 3. 25. · Developing a Baldrige Culture in a Challenging Environment Presented by Executive Director Brian Collins

Documents