Government Quality Management - It's Not an Oxymoron! Government can and does provide quality performance in management. One way is through the use of the Baldrige Criteria for Performance Excellence and see some of the national stars from around the nation.

1. Government QualityGovernment Quality
Management –Management –
Drive Lasting ImprovementDrive Lasting Improvement
Nick MandelNick Mandel

2. Why Baldrige?Why Baldrige?
Baldrige is a well Established QualityBaldrige is a well Established Quality
Management Program-since 1988Management Program-since 1988
47 States have variations of non-profit47 States have variations of non-profit
organizations using the systemorganizations using the system
Established and Maintained under theEstablished and Maintained under the
Baldrige National Quality Program /NationalBaldrige National Quality Program /National
Institute of Standards & TechnologyInstitute of Standards & Technology
Government Quality Management –Government Quality Management –
Drive Lasting ImprovementDrive Lasting Improvement

4. 4
4
Information, Analysis & Knowledge Management
5
Human
Resource
Focus
6
Process
Management
1
Leadership
2
Strategic
Planning
3
Customer &
Market
Focus
Organizational Profile:
Environment, Relationships, and Challenges
7
Business
Results
Baldrige Quality ManagementBaldrige Quality Management
ModelModel

5. 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

6. 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

7. Description
•Safe Efficient Transportation Systems
•Construction Planning & Oversight
•Maintenance
•Aviation
•Rail
•Traffic Safety
•Public Transportation
Organizational Profile:
Environment, Relationships, and Challenges

8. 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

9. 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

10. 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. LEADERSHIP
The 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.

11.  Shared Vision and ValuesShared Vision and Values
 Organizational AlignmentOrganizational Alignment
 Creating Value for CustomersCreating Value for Customers
 AccountabilityAccountability
 A Great Place to WorkA Great Place to Work
Government Quality Management – Getting it Right
LeadershipLeadership
1.0
Leadership

12. Government Quality Management – Getting it Right
LeadershipLeadership1.0
Leadership
One Team Agreement

13.  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.

14. Government Quality Management – Getting it Right
Strategic PlanningStrategic Planning2.0
Strategic
Planning

15. 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.

16. Government Quality Management – Getting it Right
Customer FocusCustomer Focus3.0
Customer
Focus

17. 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.

18. Government Quality Management – Getting it Right
Information, Analysis &Information, Analysis &
Knowledge ManagementKnowledge Management
4.0
I,A & KM

19. 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

20. Government Quality Management – Getting it Right
Human Resource FocusHuman Resource Focus
5.0
Human
Resource
Focus

21. 6. Process Management
 Key Value Creation Processes
 Requirements and Measures
 Customers, Suppliers, & Partners
 Performance Measures & Indicators
 Minimize Costs and Rework
 Process Evaluation and Improvement
6.2
Support 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.
6.1
Value Creation
Processes

22. Government Quality Management – Getting it Right
ProcessProcess
ManagementManagement
6.0
Process
Management

23. 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

24. Government Quality Management – Getting it Right
7.0
Organizational
Results
ResultsResults
Product &Product &
ServiceService
Outcomes 7.1Outcomes 7.1

25. Government Quality Management – Getting it Right
ResultsResults
Product & Service Outcomes 7.1Product & Service Outcomes 7.1
7.0
Results

26. Government Quality Management – Getting it Right
ResultsResults
Customer Focused Outcomes 7.2Customer Focused Outcomes 7.2
7.0
Results

27. Government Quality Management – Getting it Right
7.0
Results ResultsResults
Financial & Market Outcomes 7.3Financial & Market Outcomes 7.3

28. Government Quality Management – Getting it Right
7.0
Strategic
Planning
ResultsResults
Workforce- Focused Outcomes 7.4Workforce- Focused Outcomes 7.4

29. Government Quality Management – Getting it Right
7.0
Strategic
Planning
ResultsResults
Organizational Outcomes 7.5Organizational Outcomes 7.5

30. Government Quality Management – Getting it Right
7.0
Strategic
Planning
ResultsResults
Leadership & Responsibility 7.6Leadership & Responsibility 7.6

33. ResultsResults
 Improved public opinionImproved public opinion
 Improved customer serviceImproved customer service
 Improved management systemImproved management system
 Improved financial operations andImproved financial operations and
efficienciesefficiencies
 Improved employee job satisfactionImproved employee job satisfaction
 National leadersNational leaders

34. Baldrige Strengths andBaldrige Strengths and
WeaknessesWeaknesses
Systematic
Comprehensive
Not Prescriptive
Institutionalized
Not Quick Fix
Labor Intensive
Complex
Lengthy Process to
Institutionalized

35. Thank You
And
Nick Mandel