THE STERLING MANAGEMENT MODEL…
Is it right for you?
Objectives
• What is the Florida Sterling Council?
• Discuss Sterling criteria and the “path” to
implementation.
• The impact of utilizing the Sterling Management
Model…our story and the changes we made!
• Is the Sterling Management Model right for you?
What is the Florida Sterling Council?
The Governor’s Sterling Award and the Sterling Management
Model are based on the National Malcolm Baldrige Criteria for
Performance Excellence.
Established in 1992 the Florida Sterling Council is a
public/private not-for-profit corporation supported by the
Executive Office of the Governor. It is comprised of public and
private sector members. The Council is led by the Executive
Committee which oversees the Governor’s Sterling Award for
Performance Excellence and all Sterling process activities,
including the annual Sterling conference.
Sterling Criteria…What is it?
The Sterling Criteria includes SEVEN categories:
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Leadership
Strategic Planning
Customer Focus
Measurement, Analysis, and Knowledge Management
Workforce Focus
Process Management/Operations Focus
Results
The Path for Implementation of the
Sterling Management Model
The Florida Sterling Council has assessment tools designed
to take your organization through various levels of
evaluation.
At the time of Manatee’s implementation there were
THREE unique assessments available to help us prioritize
our improvement objectives. The assessments are
structured to become more challenging and detailed; the
goal is to progressively move your organization toward
goals of performance excellence.
Sterling Navigator
The Sterling Navigator is considered a “developing”
level and is a survey-based evaluation. It provides a
“snapshot” of where your organization currently is
and identifies organizational strengths and key
opportunities for improvement. A feedback report
is provided with data and by category.
It is intended to help your organization’s focus and
set future direction.
Sterling Challenge
The Sterling Challenge is considered a
“developing and accelerating” level. This
process begins to involve more members of
your organization, is more in depth, and your
organization receives recommendations as part
of an Executive Summary.
Governor’s Sterling Award
This final step is a comprehensive assessment of
the organization by Sterling Examiners. This
includes an extensive on-site review and item
level feedback of strengths and opportunities to
help formulate improvement plans.
Organizations that have implemented the
Sterling Management Model may be recognized
by receiving the Governor’s Sterling Award.
Our Story
Leadership
2007
 Vision, Mission, Values
 Business hours changed to facilitate training and meetings
 Standardized Weekly Meetings
Senior Team, CC Managers & Home Team Meetings
Pass Ups/Pass Downs
 Monthly Director Days
Senior Team Visitation
Process Based Leadership Balanced Scorecard
 Monthly Organizational Performance Reviews
2008
 Expectation Reviews
 Snap-Shot (mid-year) Evaluations
2010
 Ethics Training and Signed Ethics Oaths
2012
 Systems Access and Business Purposes Use Only Oath
2013
 Implemented 2% Identification/Tax Collector Sit-In for Snap-Shot Evaluations.
Strategic Planning
2007
 Formalized Strategic Planning Process – (Vision, Mission, Values)
2009
 SWOT’s for our Vendors/Stakeholders/Employees.
2010
 Formalized a 5-Step Strategic Planning Process (Analyze, Approve, Align, Apply, Assess)
 Key Success Factors/Strategic Objectives (Financial, People, Innovation, Service)
 Core Competencies/Strategic Advantages (Fast & Convenient Service, Knowledgeable
and Cross Trained Staff, Integrating Technologies, Agility)
 Implemented Environmental Assessment Analysis for better inputs.
2011
 Introduced a Calendar of Events for better implementation of the Strategic Planning
Process.
2012
 Utilized Process Based Leadership to conduct Strategic Planning Meetings.
2013
 Completed SWOT for our State, DOR and high level contacts.
Customer Focus
2006
 Identified three key customer groups (TAX, Motor Vehicle, Government)
 Checklist Program Introduced
2008
 Customer Relationship Management System Implemented
 Customer Service Requirements (The BUN!)
2009
 Voice of the Customer Survey
 Customer’s provided branch wait times via text messaging and QR (Quick Response)
codes.
2011
 Implemented Full Service Driver License Operations.
2012
 Implemented a System Down Notification process so customers know when systems
(FRVIS, FDLIS, etc.) are down in our offices – Facebook, Twitter, www.taxcollector.com
2013
 Implemented Automated Appointment Call Back System for our Road Skills Testing
customers.
Measurement, Analysis and Knowledge Management
2007
 Implemented PBL Scorecard software
providing electronic scorecards with
“stop-light” color-coding for data
analysis (Senior Team Level).
2008
 Initiated electronic department
scorecards to improve alignment.
 Established user groups and round
tables to implement process
improvement.
2010
 Formalized Performance
Improvement Process Model.
2012
 Improvement of Scorecard – Better
alignment of Key Success Factors to
PBL Metrics.
2013
 Implementation of Performance
Charts.
Workforce Focus
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Employee Engagement Survey
Employee SWOT
Home Team Recognition
Employee of the Quarter
Most Valuable Employee of the
Year
Senior Team Recognition
Employee Appreciation Week
Longevity Luncheon
Degree Pay
Mentoring Program
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Lunch with Tax Collector
Casual Days
Pass Ups/Pass Downs
Security Cameras
Badges
Deputy on Duty
Tax Collector Blog Recognition
Communication Between
Departments PBL Agenda Item
 Innovation Proposal Process
 Essays/Attendance to Sterling
Conference
Process Management
 5 Key Work Process (CC, FC, OP, FS & IT)
 3 Key Requirements (Respectful, Timely, Accurate)
 Identified Key Performance Measure & Goals
(2013- reviewed all measures/goals, updated three year projections and ensured
all measures still fit within our model.)
 All align to our Key Success Factors/Strategic
Objectives on our Scorecards.
 Emergency Management Process (Disasters)
(2013- Implemented 3 year strategic priority to improve all emergency
management functions.)
Results
Result 7.4-2: Shows the percent of our engaged employees segmented by key workforce group.
Engagement levels for all workforce groups have increased over the past three years despite our
strategic challenge of compensating employees.
Results 7.4-3 Shows responses to each engagement question segmented by key workforce group.
Is the Sterling Management Model Right
For You?
http://www.floridasterling.com