October 14, 1998 Minnesota Quality Conference Presentation
BEST PRACTICES GLOBAL BENCHMARKING COUNCIL KNOWLEDGE BASED LEADERSHIP OR SIX SIGMA LIGHT: CAN GOVERNMENT COMPETE WITH THE PRIVATE SECTOR? DALE WEEKS SENIOR EXECUTIVE OFFICER AUGUST 25, 2005 Philadelphia, PA Trends in Lean, Six Sigma and Process Excellence: From Early Adopters to Agile Innovators 04/17/100 - 1 BEST PRACTICES GLOBAL BENCHMARKING COUNCIL TODAYS LEARNING PROCESS: YOUR ISSUES AND YOUR INVOLVEMENT Expect Participation and Involvement Think Outside Your Comfort Zone Try on the Boots of Our Customer or Taxpayer 04/17/100 - 2 BEST PRACTICES GLOBAL BENCHMARKING COUNCIL
YOUR CUSTOMER NEEDS: WHO HOLDS THE MARKET SHARE ON PERFORMANCE EXCELLENCE - THE PUBLIC OR PRIVATE SECTOR? NOTE: CONSIDER FORTUNE 500 FIRMS SINCE 197O COMPARED TO TO ANY CITY, COUNTY, STATE, OR FEDERAL AGENCY GLOBALLY? 04/17/100 - 3 BEST PRACTICES GLOBAL BENCHMARKING COUNCIL A QUICK CUSTOMER SURVEY: YOUR INVOLVEMENT WITH A TAX AGENCY? 1. How Many Would Report a Success Story A Truly Satisfied Customer Where Your Expectations Were Exceeded? OR 2. How Many Would Report a SOB Story A Very Dissatisfied Customer Where Your Expectations Were Rarely Considered ? 04/17/100 - 4 BEST PRACTICES GLOBAL BENCHMARKING COUNCIL TODAYS 50 MINUTE ADVENTURE OUR WORLD-CLASS COMPETITIVE VISION FL DOR- WHO WE ARE & WHY OUR KNOWLEDGE BASED LEADERSHIP (KBL) OR SIX SIGMA LIGHT INITIATIVE With Sample Project.
OUR BALDRIGE CONTEXT THE STRATEGIC LEADERSHIP SYSTEM (SLS) AND BUSINESS PROCESS MGMT. OUR BUSINESS RESULTS & WHAT WE HAVE LEARNED 14 YEARS+ OF CONTINUAL IMPROVEMENT 04/17/100 - 5 BEST PRACTICES GLOBAL BENCHMARKING COUNCIL 04/17/100 - 6 BEST PRACTICES GLOBAL BENCHMARKING COUNCIL OUR VALUES OF CHARACTER - Integrity, Honesty, Trustworthy, Fairness, Respect, Concern for Others OF PERFORMANCE - Service, Excellence, Innovation, Commitment, Communication, Teamwork, Knowledge OUR GUIDING PRINCIPLES: As Employees We Will a. b. c. Increase voluntary compliance. Reduce the burden on those we serve. Increase Productivity, Reduce Costs, Improve Service 04/17/100 - 7 BEST PRACTICES GLOBAL BENCHMARKING
COUNCIL Our Customers, Stakeholders, Beneficiaries, and Suppliers Policymakers - The Florida Legislature Federal Govt - O.C.S.E. State and Local Governments Property Tax Appraisers and Tax Collectors Governor and Cabinet Businesses and Individuals Our Delivery Partners - D.M.S., D.C.F., Legal Service Providers - Many Others 04/17/100 - 8 BEST PRACTICES GLOBAL BENCHMARKING COUNCIL WE ARE LARGE 5,300 People, 700+ Leaders; $400 M Budget 6th Largest State of Florida Agency Extensive Service Center Network (Florida and Beyond) Major Programs: General Tax (GTA), Child Support (CSE), and Property Tax (PTA) Total Taxes Collected = $ 30 Billion/F.Y. Total CSE Collections - $ 1 Billion++ 04/17/100 - 9 BEST PRACTICES GLOBAL BENCHMARKING
COUNCIL II. OUR SIX SIGMA LIGHT MODEL Knowledge Based Leadership Fact Based DecisionMaking (Denial is a River in Egypt) Real World, Action Learning, (Define, Validate, Analyze, Improve, Control) 20 DOR SMS/SES Leaders / Class, Nominated by Program Directors, $2,000 Cost Per Student 4 Month Program, Seven Integrated Modules Intro thru Project Presentation Team Approach, Structured Methodology, Focus On Improved Performance (Productivity/Efficiency, Increased Revenue and/or Collection) 6 Classes Since 2003, 120+ Leaders, 200-300 Team 04/17/100 - 10 BEST PRACTICES GLOBAL BENCHMARKING COUNCIL GTA Call Center Workforce Management Team Improving Customer Service Sample Best Practices FL DOR KBL PROJECT 04/17/100 - 11
BEST PRACTICES GLOBAL BENCHMARKING COUNCIL Problem Statement Over the past 18 months, abandonment and blockage rates have increased while the call centers Grade of Service has declined. Outbound collection calls have remained below goal. Defi Defi ne 04/17/100 - 12 BEST PRACTICES GLOBAL BENCHMARKING COUNCIL Desired Outcomes Improvement in service levels to match Top Performing call centers. Increase the number of outbound collections calls per month. Reduce the turn around time to complete incoming correspondence Defi Defi ne
04/17/100 - 13 BEST PRACTICES GLOBAL BENCHMARKING COUNCIL Validating the Problem Statement Abandonment Rate From Fiscal Year 2000/01 to Fiscal Year 2002/03 the abandonment rate has risen from 1.08% to 3.09% Grade of Service The Grade of Service for incoming calls has dropped from 92% in Fiscal Year 2000/01 to 78% in Fiscal Year 2002/03 Blockage Rate Beginning in February 2002 Taxpayer Services began to see dramatic increases in its blockage rate. Outbound Calls Have consistently been 40% under goal for the past three Fiscal Years Valid Valid ate ate 04/17/100 - 14 BEST PRACTICES GLOBAL BENCHMARKING COUNCIL Data Charts Grade of Service 120%
5.00% 4.50% 4.00% 3.50% 3.00% 2.50% 2.00% 1.50% 1.00% 0.50% 0.00% 80% Percentage Good 100% Good Percentage Abandonment Rate 60% 40% 20% 0% Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Month Month
Fiscal 2000/2001 Fiscal 2001/2002 Fiscal 2002/2003 Valid Valid Fiscal 2000/2001 Fiscal 2001/2002 Fiscal 2002/2003 04/17/100 - 15 BEST PRACTICES GLOBAL BENCHMARKING COUNCIL High Level Causes Reduced Level of Available Staff 12% reduction in staff since FY 2001/02 Increased Call and Correspondence Volume. 18% increase in workload from FY 2000/01 to FY 2002/03 Time to Update in SAP In a recent survey, 67% of staff believed it took an extra 3 minutes to complete an account Analy Analy ze
04/17/100 - 16 Matrix Diagram BEST PRACTICES GLOBAL BENCHMARKING COUNCIL Problem Possible Causes Statement: Declining Service levels Call Routing Assigned Staffing Levels Cross Trained Staff Operating System Projected Call Volume Workload Shift Increasing Abandonment Rates Increasing Blockage Rates O
Declining Grade of Service Outbound Calls below Goal Total O 3 36 7 18 Weak 1 Medium 3 Strong 9 36 36 Analy Analy ze
ze 04/17/100 - 17 BEST PRACTICES GLOBAL BENCHMARKING COUNCIL Root Causes Critical Few The limited ability to consistently and accurately predict inbound call volumes along ACD lines. The limited ability to coordinate and move staff to workload timely and accurately. Analy Analy ze ze 04/17/100 - 18 BEST PRACTICES GLOBAL BENCHMARKING COUNCIL Staff Forecast Business Process Map As Is Generate Active Forecast (WFM)
Review Forecast Review Corr and Mosaix needs Develop additional coverage Identify gaps in staffing Identify available Resources to fill gaps Supervisor develops Staffing plans Monitor Adherence of staff Begin Approve Release Resource needs
Review for Impacts (mailings, etc) Open Schedule on system End Impr Impr ove ove 04/17/100 - 19 BEST PRACTICES GLOBAL BENCHMARKING COUNCIL Staff Forecast Business Process Map Ideal TO BE VISION Management meeting Review targets for priorities Review prior performance Review
Historical data and expected impacts Identify Potential workloads Begin Adjust based on feedback Initiate the plan Monitor Adherence of the plan Priorities met Inaccurate Forecasts Adjust Staffing Establish Workload priorities Inform
Employees of Weekly schedule Generate Results data Identify Staffing availability Schedule to Supervisor Run Adherence and forecast data Thru control charts Identify leave, Training, Meetings, etc Generate Schedule On system Generate Active WFM forecasts Release weekly Plan on WFM Send to Management Team for
review Approve Feedback to Management team Employees not Adhering to plan Contact Supervisor For adjustments Impr Impr ove 04/17/100 - 20 BEST PRACTICES GLOBAL BENCHMARKING COUNCIL Key Targets By January 1, 2004 Full roll out of ideal process. By June 30,2004 Full system reviews completed in April 2004 and June 2004. Improve all inbound phone measures by 25% from baseline measure. Improve number of outbound right party contacts
by 25% from baseline measure. Average 7.5 days from Bonham back door receipt to completion of correspondence. Impr Impr ove ove 04/17/100 - 21 BEST PRACTICES GLOBAL BENCHMARKING COUNCIL Key Targets For Fiscal Years 2004 -2006 > 80% Grade of Service. < 2% abandonment rate. < 2% blockage rate. > 85% Customer satisfaction rate. > 75% first call resolution rate. Average 25,000 outbound right party contacts per month. Average no more than a 5 day turnaround on correspondence. Impr Impr ove 04/17/100 - 22 BEST PRACTICES GLOBAL BENCHMARKING COUNCIL
Action Plan J an 1, 2004 Nov 17,2003 Establish responsibilities Establish Review Process Develop supervisors responsibilities Identify meeting schedule Dec 15, 2003 Forecast PLAN Barnes Nov 17,2003 Harrell/ Fletcher J an 1, 2004 Nov 11, 2003 Incorporate the correspondence process Forecast for correspondence Enter employees into the system Develop history library Identify impacts on
forecast Identify linkages between schedule and other activities Develop process for weekly and daily schedule exceptions Training on Workforce Management System Human Resources Measurement System Dec 15, 2003 Dec 1, 2003 Ongoing J ackson Feb 1, 2004 Identify resources Determine current skill set Ongoing Ongoing Identify Gaps Ongoing Establish training program PLAN
Management Team Identify team members Jones Jan 1, 2004 Identify key measures for Mgmt Team Establish Baseline for measures Dec 1, 2003 Develop reporting mechanism Feedback to Mgmt Team Key Targets Results data Dec 15, 2003 Develop control charts for adherence and forecast Develop process for data transfer Establish format Communication Plan Dec 1, 2003 Waldran Dec 1, 2003
OBryant Mar 1, 2003 Develop Key message Nov 15, 2003 Determine audience Nov 15,2003 Develop materials Dec 1, 2003 Pre-test Dec 1, 2003 Deliver the message Dec 15, 2003 Post test and evaluate Mar 1, 2003 Ongoing Establish input process for EE&D Fletcher J un 30,2004
Establish input with hiring process Implementations of Web Station ACHC Team J un 30 2004 Harrell J un 30, 2004 Impr Impr ove ove 04/17/100 - 23 BEST PRACTICES GLOBAL BENCHMARKING COUNCIL You have three options for effective problem resolution: You can change the system, You can distort the system, or You can distort the data. E. Deming Contr Contr ol ol
04/17/100 - 24 BEST PRACTICES GLOBAL BENCHMARKING COUNCIL Staffing Forecasts September 9 2003 September 30, 2003 Contr Contr ol ol 04/17/100 - 25 BEST PRACTICES GLOBAL BENCHMARKING COUNCIL Customer Satisfaction Ensure Quality Service Transactional survey conducted weekly. Based on customer contact with the 1800 line within the last 48 hrs. 5 point Likard scale. Measures cycle time, quality of service, satisfaction, and 1st contact resolution. Contr Contr ol ol
04/17/100 - 26 BEST PRACTICES GLOBAL BENCHMARKING COUNCIL Strategic Leadership System 04/17/100 - 27 Strategic Leadership System BEST PRACTICES GLOBAL BENCHMARKING COUNCIL SEE HANDOUT COPIES Jul May (Planning year) 2 Initial as of 5-23-05 Recommended strategies Communicate vision, A mission, values, & stretch goals Vision, mission, values & stretch goals resource needs
1. Review organizational performance 2. Research emerging trends and issues Economic/demographic, political, revenue, judicial, customers, technology human/physical resources, regulators 3. Identify performance gaps by business process 4. Develop proposed strategies a. Internal input and best practices b. External research and best practices 5. Conduct cost/benefit analysis for strategies 6. Prioritize and select final strategies 7. Align/modify strategies and goals Mar May (Approval) Set strategic direction Legislature Recommend strategic plan, budget & legislative concepts Stakeholder input Strategic plan Budget Law change
Adopt changes Approved 5 yr strategic direction C Communicate approved strategic direction D Communicate law & policy changes Internal External April Jun (Planning year) Competitive Public Servants Initial Plan 1 Communicate/ B recommend goals & Develop strategies 3 Deploy operating plans
Requirements 1. Set vision, mission and values 2. Collect external performance benchmarks a. World-class processes b. High-performing states c. Industry/process standards d. International leaders 3. Review organizational performance a. Business processes b. Climate survey c. Customer expectations d. Existing Appropriations e. Existing Laws 4. Identify performance gaps by process 5. Set measurable 3-5 yr stretch goals Service Jul Jun (Implementation year) 5 1. 2. 3. 4. 5. 6. Support & recognize employee success 1. Develop & deploy operating plans Strategies Monthly performance targets
Employee performance targets 2. Create implementation teams Operating strategy Technology Law changes Budget changes General public Legislature Congress Governor & Cabinet Final customers DOR workforce Key suppliers Jul Jun (Implementation year) Create successful leadership & employee performance Recruitment & selection Employee evaluation Employee development Ethics and discipline Social responsibility Reward and recognition 4 Enable organization to succeed Monitor and improve 1. Review
Performance to target Individual performance to target Implementation teams Organizational assessment findings 2. Corrective Action E Communicate operating plan Employee expectations & critical job tasks F Collect feedback & communicate agency performance 04/17/100 - 28 BEST PRACTICES GLOBAL BENCHMARKING COUNCIL III. OUR S.L.S. & B.P.M. STRATEGIC INITIATIVE (Baldrige Category 6) Seven BPM Team Deliverables (HANDOUTS) 1. Info graphic Our Vision to 2007 and Beyond 2. Business Relationship Diagrams by Program 3. Business Process Outlines by Core Process, Business Process, Sub-Process, Activity, and Task within Program 4. Business Process Descriptions for Core Process, Business Process and Sub-Process 5. BPM Measurement Guidelines 6. Balanced Scorecard Measures by Program/Process 7. Leader Roles and Responsibilities Matrix Focus on
Transition to Horizontal Management 04/17/100 - 29 BEST PRACTICES GLOBAL BENCHMARKING COUNCIL DEPT-WIDE BUSINESS PROCESS SUMMARY Program Core BP BP SubBP 1. GTA 2. CSE 3. PTA 4. Admin 5. Exec 6. ISP GRAND TOTAL 6 6 4 5 1 4 10 8 14 12
3 6 15 23 18 23 9 10 31 37 36 40 13 20 98 177 26 53 Totals Source: DOR BPM DESCRIPTION BOOK. 04/17/100 - 30 BEST PRACTICES GLOBAL BENCHMARKING COUNCIL III. BUSINESS RESULTS GTA: $31 Billion Collected: Annual Growth
10.6%, 4 Year Growth 22.7%; Overall Services Customer Sat. + 93% ; 4 to 1 ROI on SUNTAX; Vision = Best Tax Agency in the World; CSE: 03-04 Collections Exceeds $1 Billion; 3rd Consecutive Year of Double Digit Collection Increases; Goal = Top 5 Nationally by 2010. PTA: Property Value Assessed = $1.3 Trillion; TPP Value = $121 Billion; Stronger Analysis, Quality Local Aid and Assistance SOURCE: 2004 DOR ANNUAL REPORT 04/17/100 - 31 BEST PRACTICES GLOBAL BENCHMARKING COUNCIL III. LESSONS LEARNED Rely on Your People - They Have Your Solutions Over Time - Teams, Sub-Teams Not a Top-Down Thing. Build on Small Success Stories: Voluntary Compliance Results Create Your Momentum and Growth, Not Senior Leader Directive. Keep Your Strategic Perspective and Vision Constantly in Mind - This Will Take 3 - 5 Years to Fully Deploy Across The Department 04/17/100 - 32 BEST PRACTICES GLOBAL BENCHMARKING COUNCIL LESSONS LEARNED (CONTD) Communication - Continuous Flow Among Each Team and Multiple Channels for Sharing. Listen to Your Employees Even on the
Tough Issues Reward and Recognize (Quarterly Leadership Strategic Planning Sessions). Do Not Micro-Manage. Trust Your People Based on Your Dept-Wide Values. 04/17/100 - 33 THE CHALLENGE TO US ALL: BEST PRACTICES GLOBAL BENCHMARKING COUNCIL Let Persistence, Perseverance, Passion, and Humility Drive Your Commitment to Sustaining The Journey Over the Long Haul. Ask Not What Your Country Can Do For You -- Ask What You Can Do For Your Country JFK, January 20, 1961 04/17/100 - 34 BEST PRACTICES GLOBAL BENCHMARKING COUNCIL OPEN FORUM YOUR QUESTIONS AND ANSWERS WE ENGAGE ALL MESSENGERS FILL MY E-MAIL BOX WITH YOUR
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