A Florida Natural Resource: The

Sterling Approach to Performance Excellence

A workshop at The Florida Conference on Aging 2001

Doris Reeves-LipscombGroups-That-Work3318 San Pedro StreetClearwater, Florida727.723.7714Groupsthat.work@gte.

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

Inputs System

Black Box

Outputs & Outcomes

Open Systems Model

 

Health and Social Services Systems

Outputs/OutcomesWhat are they in your organization?

SystemInputs

 

 

Health and Social Services Systems

Outputs/Outcomes

SystemInputsWhat are they in your organization?

 

 

Health and Social Services Systems

Outputs/Outcomes

SystemWhat is being transformed?

Inputs 

Open Systems Process

TRANSFORMATIONTRANSFORMATION OUTCOMESOUTCOMESINPUTINPUT

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• Agility

DiscussionDiscussionWhat 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 Results

DiscussionDiscussionWhat are some examples of how

your organization collects and uses the right data, or focuses on results with customers and employees?

Sterling Criteria Framework

1Leadership

2StrategicPlanning

3Customer andMarket Focus

6Process

Management

5 HumanResource

Focus

7BusinessResults

4Information and Analysis

Organizational Profile:Environment, Relationships, and Challenges

Sterling Criteria for Performance Excellence Framework: A Systems Perspective

The Leadership Triad

1Leadership

2StrategicPlanning

3Customer andMarket Focus

The Results Triad

6Process

Management

5 HumanResource

Focus

7BusinessResults

Sterling Criteria Framework

1Leadership

2StrategicPlanning

3Customer andMarket Focus

6Process

Management

5 HumanResource

Focus

7BusinessResults

4Information and Analysis

Organizational Profile:Environment, Relationships, and Challenges

Sterling Criteria for Performance Excellence Framework: A Systems Perspective

What do we mean by What do we mean by results?results?

2 2 2 2.23

4.1

7

0

2

4

6

8

10

92 93 94 95 96 97 98

Merrill Lynch Credit Corporation

GOOD

79 79 8082

88

93 94

70

75

80

85

90

95

100

92 93 94 95 96 97 98

Customer Satisfaction

%

65 65 66 6668

7578

60

65

70

75

80

85

90

92 93 94 95 96 97 98

Employee Satisfaction

%

9 9 911

1416

20

0

5

10

15

20

25

30

92 93 94 95 96 97 98

Return on Equity

%

Revenue

$ (B

illio

n)

224

325

620700

0

100

200

300

400

500

600

700

800

92 93 94 95 96 97 98

Organization Capability-Baldrige Score

N/A N/A N/A

GOODGOOD

GOOD GOOD

Sco

re

Baptist Health Systems 1996 GSA Winner

Operating Cash Flow Margin

0%

5%

10%

15%

1998 1999 2000

GOOD

Florida State Hospital1999 GSA Winner

66%

76% 79%

88% 91%94%

50%

60%

70%

80%

90%

100%

1994 1995 1996 1997 1998 1999

Before After

GO OD638

536468

328 324 291

0

200

400

600

800

1994 1995 1996 1997 1998 1999

Before After

GO OD

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!A P

DC

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

Organization Needs to Determine Course for Success

Select SterlingNavigator?(Beginning)

Administer Survey ToEmployees

Submit Completed SurveysTo Sterling Council

Sterling Tabulates AndAnalyzes Results

Sterling Delivers WrittenFeedback Report

Highlight Strengths AndImprovement Areas

Develop Action Plan

Initiate Improvements

Monitor Results And SetFuture Plans

Select SterlingChallenge?

(Intermediate)

Submit 20-Page Self-Assessment Application

Sterling Examiners EvaluateAnd Score Application

Examiners Conduct 2 DayOn-Site Assessment

Sterling Delivers WrittenFeedback Report

Address Opportunities ForImprovement

Sterling ChallengeRecognition

Apply for GSA

Organizational Course For Success Determined!

Charting a Course for Success!

Navigatorversus

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

www.floridasterling.com

Take the next step!

     

GroupsGroups--ThatThat--WorkWorkGroupsGroups--ThatThat--WorkWork

 

Doris Reeves-Lipscomb

3318 San Pedro Street

Clearwater, Florida 33759

727.723.7714

727.723.3054 FAX

Email: groupsthat.work@gte.net