Government Quality- Drive Lasting Improvement

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