tlgconferencejune2005

The Three C’s of Quality….Customer, Culture and Counting: 

The Three C’s of Quality…. Customer, Culture and Counting Transforming Local Government Conference June 15-17, 2005

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Chesterfield County’s Quality Culture We are here today to talk about: The use of tools such as employee and customer feedback, performance measures and analysis of performance data. Making a connection between goals and outcomes. Bridging the gap between the county’s performance measures and the employee’s actual performance. How the General Services Department within Chesterfield County government has applied these concepts.

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Chesterfield County’s Quality Culture Where We Started Where We Are Now Where We Are Going “Artificial Intelligence is no match for stupidity”

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Area: 446 Square Miles Population: 280,000 Employees: >4,000 Budget: $880 Mil “Someone who thinks logically provides a nice contrast to the real world”

It Does Not Happen Overnight: 

It Does Not Happen Overnight 1978: Performance Measurement System 1983: Strategic Planning Initiative 1985: Performance Based Pay 1991: Customer Service Initiative 1992: TQI Philosophy 1994: Won the SPQA 1996: TQI University Established 1997: Adopted the Baldrige Criteria for Excellence 1997: County Strategic Plan Developed 1998: Conducted first Citizen Satisfaction Survey 1998: Triple “Triple A” Rating 1998: Won the ACE 1999: County Self-Assessment 2000: Key Outcome Measures for the County’s Strategic Plan 2000: Organizational Climate Assessment (OCA) Conducted 2001: Second Citizen Survey conducted 2001: TQI University transitioned into Chesterfield University 2002: 2nd OCA conducted 2004: Won 2nd ACE 2004: 3rd OCA conducted 2004: 3rd Citizen Survey conducted 2004: 1st Business Survey conducted 2005: ACE feedback implementation 2007: Apply for Baldrige Award

Chesterfield County’s 3 C’s: 

Chesterfield County’s 3 C’s CUSTOMER FOCUS is one of our organizations values and drives everything we do. Customer OUR VALUES AND GOALS drive our decisions and activities Counting How do we put these into action? Culture

A System of Performance Measurement: 

A System of Performance Measurement

Planning and Reporting: 

Planning and Reporting Analysis Worksheet

The Department of General Services (DOGS): 

The Department of General Services (DOGS) Fran Pitaro, Top Dog

The DOGS: 

The DOGS Divisions Administration Airport Buildings & Grounds Construction Mgt Energy Fleet Print Center Radio Shop Waste & Resource Recovery Demographics 240 Employees $42 mil Budget Shift Workers Dispersed Locations Unskilled Labor Trades Professionals Elementary to Post Grad Education “By the time you make ends meet, they move the ends”

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A System of Performance Measurement Strategic

The Department’s Quality Culture Challenge : 

The Department’s Quality Culture Challenge The “Do We Have To” Syndrome Create Your Own Vision Sell Your Vision, Don’t Just Share It All Department Leaders Need To Buy-In Front Line Employees Need To Buy-In Answer “What’s In it for me?” Measure Progress Solicit Frequent Feedback Keep Change Alive And Stay Focused

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Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Process Management Employee Survey Employee Advisory Employee Career Path/Incentive Program Employee Recognition: B-Day, Promo, Peer, Longevity, TQI, EOY Bi-annual Dept Conference Annual Division Conference Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec Employee Picnic Employee Picnic Customer Survey CARE Cards Department Perf Plan Budget Preparation Monthly: Quality Council/Performance Measures Shareholders Report Flow Charting Employee Advisory Employee Advisory Employee Advisory Employee Advisory Employee Advisory Leaders Conference Leaders Conference Leaders Conference Supervisor Assessment New Eyes/TQI Successes Feedback Planning Sustainment Recognition Focus Groups Benchmarking Division Action Plans DOGS Quality Model

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DOGS GOAL TO OUTCOME CONNECTIVITY MODEL (OR HOW WE GET THERE FROM HERE) County Goals DOGS Goals Impact on County Performance Measures Leader Accountabilities Core Competencies Key Measures Targets Outcomes 1 Public Trust 2 Provide World Class Customer Service 3 Extraordinary QOL 7 1 st Choice Business Community 5 Unifying Govt. Leader 1.3.1 2.1.1 2.3.1 5.3.1 1.4.1 2.1.2 2.3.2 6.1.1 1.4.2 2.1.3 2.4.1 6.6.1 1.4.3 2.1.4 4.6.1 7.2.1 1.5.1 2.2.1 4.6.2 7.3.1 1.5.2 2.2.2 5.1.2 Customer Satisfaction Survey 99% Overall Satisfaction 2 Provide World Class Customer Service 6 Employer of Choice 8 Responsible Protectors of Environment 2.1.1 2.3.1 5.3.1 6.5.2 2.1.2 2.3.2 6.1.2 6.5.3 2.1.3 2.4.1 6.3.2 8.1.1 2.1.4 3.3.1 6.4.1 8.2.1 2.2.1 3.3.3 6.4.2 8.4.1 2.2.2 5.1.1 6.5.1 Customer Satisfaction Index 80% Employee Survey All Areas Above Zero Budget Reports Statistical Process Control Charts All Within Control Limits Other Division Measures All Within Goals 6 Employer of Choice 3 Extraordinary QOL 4 Safest/Secure Community 8 Responsible Protectors of Environment 1 Exceed Customer Expectations 2 Develop Our Work Force 3 Foster a Better Work Environment 2.1.1 6.1.3 6.5.2 8.1.5 2.1.2 6.3.1 6.5.3 8.4.1 2.1.3 6.3.2 8.1.1 8.5.1 2.1.4 6.4.1 8.1. 2 8.5.2 2.4.1 6.4.2 8.1.3 8.5.3 6.1.2 6.5.1 8.1.4 NOTE: See back page for key to county performance measures Business Results Finance/Budget Strategic Planning TQI Impact Customer Service Leadership Interpersonal Skills Communication Continuous Learning Customer Service Focus Flexibility Interpersonal Skills Leadership Planning & Organizing Reasoning Skills Leadership Evaluations 4.5 Overall Delighted Customers Productive/ Satisfied Employees Updated August 1 , 2002 No Divisions Overspend & Positive Retained Earnings for Const. Mgt., Airport, Fleet & Print Shop

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County Key Measures Survey and feed back results Focus group results Customer contacts TQI success stories Benchmarking results Number of promotions Increased response to job postings Turnover rate Dollars budgeted for training Published equipment plan Number of training classes attended excluding mandatory Criteria developed for each career path Actions to support better pay Communication section of annual survey and feedback results Safety statistics Number of employees recognized Citizen Satisfaction Index/Rate Citizens’ Perceptions of Safety C itizens’ Rating of Quality of Life P ercent of High School Graduates Continuing Education Results of Organizational Climate Assessment (Work Environment) Payroll Dollars Spent per 1,000 population Department Key Measures Exceed Customer Expectations Develop Our Work Force Foster A Better Work Environment Department Goals Administration Airport Buildings & Grounds Construction Management Fleet Management Print Center Radio Shop Waste and Resource Recovery Customer Satisfaction Employee Satisfaction Number of paychecks processed Energy Cost per sq. ft. BTUs per sq. ft Administrative Support to divisions Number of records boxes processed Number of new records boxes stored Number of records boxes checked in/out Number of records boxes destroyed Number of IDTs processed Customer Satisfaction Employee Satisfaction Percent of expenditures funded by revenues Dollar amount of Fed/ State Grants Revenue received from Fuel Sales Gallons of aviation fuel sales Number of work orders complete Customer Satisfaction Employee Satisfaction Percent of proactive work orders Work orders completed on time Cost per sq. ft maintained per maintenance worker Cost per sq. ft. maintained per custodian Customer Satisfaction Employee Satisfaction Projects in design Projects under construction Projects in planning Projects meeting schedule Number and percent of projects with change orders under 5% Customer Satisfaction Employee Satisfaction Cost per mile-county Cost per mile-schools Ratio of work orders to service personnel Percent of Technician time billed Customer Satisfaction Employee Satisfaction Number of work orders Cost of copying Cost of B & W copying Cost of color copying Cost of printing Cost of B & W printing Cost of color printing Work completed on time Customer Satisfaction Employee Satisfaction Budget Targets Regional Connectivity Productivity Length of unplanned site outages Customer Satisfaction Employee Satisfaction Percentage/Ratio of curbside participation County vs. CVWMA Ratio of curbside participation County vs. CVWMA Average/Ratio of pounds per set out County vs. CVWMA Cost per home participating in curbside recycling Cost per ton Transfer Station Cost per customer Transfer Station Percentage of expenses covered by revenue Division Key Measures Expenditures per Capita County Goals 1. To be exemplary stewards of the public trust 2. To provide world-class customer service 3. To be acknowledged for extraordinary quality of life 4. To be the safest and most secure community compared to similar jurisdictions 5. To be a unifying leader of local government 6. To be the employer of choice 7. To be the FIRST CHOICE business community 8. To be responsible protectors of the environment

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PARTICIPATION IN CAREER DEVELOPMENT PROGRAM PERCENT COMPLETED WITHIN 2 DAYS STAFF MEETINGS DIVISION KEY MEASURE MANAGEMENT RESPONSIBILITY EMPLOYEE RESPONSIBILITY COST OF B & W PRINTING COST OF COLOR PRINTING COST OF COPYING PROCESS IMPROVEMENT ACTIONS ACCURATE AND EFFICIENT SET UP OF COPY JOBS ACCURATE AND EFFICIENT SET UP OF PRINT JOBS DAILY PROBLEM SOLVING REVIEW OF DEADLINES AND BACKLOGS PLANNING AND ORGANIZING OF DAILY WORK EFFICIENT USE OF SUPPLIES (PAPER, STAPLES, ETC.) EFFICIENT USE OF SUPPLIES (INK, PAPER & PLATES) ACTIONS TO IMPROVE TEAMWORK JOB DONE RIGHT THE FIRST TIME (NO RE-WORK) VENDOR FOLLOW- UP TO ENSURE TIMELY DELIVERY OF MATERIALS

Customer Satisfaction RatesDOGS: 

Customer Satisfaction Rates DOGS “Never take life too seriously nobody gets out alive anyway”

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Customer Satisfaction Trends DOGS 0 10 20 30 40 50 60 70 V Sat Sat Dissat V Dissat 2003 2004 2004 Sat Rate 93% “Never, under any circumstances, take a sleeping pill and a laxative on the same night”

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Customer Survey Comparisons By Service Area 2004 Results: Up in 7 Areas, Down in 2 Areas

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“If quitters never win and winners never quit, who’s the idiot who said, “quit while you’re ahead?” DOGS Customer Service Index

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County-vs-Division Customer Survey Understand the Intended Audience 50% 44% 80% 98% 97% 84% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% REFUSE LEAF RECYCLING COUNTY DIVISION “Everyone seems normal until you get to know them”

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DOGS Employee Survey Index CY 95 to CY 01 -20 -10 0 10 20 30 40 50 60 70 80 95 96 97 98 99 0 1 Anything below – 15% from the norm may be cause for concern Ave % Deviation From Norm

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DOGS Employee Survey Index CY 01 to CY 04 0 10 20 30 40 50 60 70 1 2 3 4 Ave % Deviation From Norm “Generally speaking, you aren’t learning much when your lips are moving”

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DOGS Employee Survey Index CY 95 to CY 01 -20 -10 0 10 20 30 40 50 60 70 80 95 96 97 98 99 0 1 “Always remember you are unique, just like everyone else” Ave % Deviation From Norm

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D.O.G.S. EMPLOYEE SURVEY Average % Deviation from Norm 135 74 120 83 78 76 72 68 68 68 51 37 0 20 40 60 80 100 120 140 160 Category Percent Work Cond Empowerment Comm Superv Prac Mgmt Prac Pay & Benft TQI Focus Org Prac Work Perf Teamwork Cultrl Diver Job Itself

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Employee Survey For Fleet Divisions 27 17 15 6 2 42 8 10 13 18 29 33 -40 -20 0 20 40 60 Percent Work Conditions Organizational Practices Empowerment Pay and Benefits Cultural Diversity Job Expectations The Job Itself TQI Focus Communications Management Supervisors Teamwork

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Employee Survey Results for Fleet: Light, Heavy, Parts and Management 137 112 111 87 86 83 78 77 58 51 48 46 0 20 40 60 80 100 120 140 160 Percent Work Conditions Empowerment Organizational Practices Management Teamwork Communication Supervisors Job Expectations The Job Itself TQI Focus Pay and Benefits Cultural Diversity “If you tell the truth, you don’t have to remember anything”

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Employee Survey Results School Bus Shop -15 -29 -34 -42 -58 -59 -61 -64 -94 -94 -101 -116 -140 -120 -100 -80 -60 -40 -20 0 Pay and Benefits Cultural Diversity Work Conditions Organizational Practices TQI Focus Empowerment Work Performance The Job Itself Teamwork Communication Management Supervisors Percent

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Follow-up Survey Results School Bus Shop 77 65 38 34 11 5 4 2 1 -3 -28 -37 -60 -40 -20 0 20 40 60 80 100 Percent Supervisors Work Conditions Empowerment Organizational Practices Communication TQI Focus The Job Itself Teamwork Work Performance Cultural Diversity Pay and Benefits Management “For every action, there is an equal and opposite government program”

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It Does Make A Difference Follow-up Survey Results School Bus Shop 77 65 38 34 11 5 4 2 1 -3 -28 -37 -60 -40 -20 0 20 40 60 80 100 Percent Supervisors Work Conditions Empowerment Organizational Practices Communication TQI Focus The Job Itself Teamwork Work Performance Cultural Diversity Pay and Benefits Management Employee Survey Results School Bus Shop -15 -29 -34 -42 -58 -59 -61 -64 -94 -94 -101 -116 -140 -120 -100 -80 -60 -40 -20 0 Pay and Benefits Cultural Diversity Work Conditions Organizational Practices TQI Focus Empowerment Work Performance The Job Itself Teamwork Communication Management Supervisors “All of us could take a lesson from the weather it pays no attention to criticism” Percent

Points to Remember: 

Points to Remember Survey data must be discrete to be meaningful Employee expectations are increased by a survey Share negative results with leadership first Share results with all employees at one time The entire group must be part of the solution Establish goals and timelines and stick to them Conduct routine follow ups until complete NEGATIVE RESULTS CAN BE REVERSED “In the 60’s people took acid to make the world weird, now the world is weird and people take Prozac to make it normal”

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Process To Follow If Less Than Desirable Results Are Achieved On The Employee Satisfaction Survey Conduct Employee Survey Show survey results to Division Leadership for discussion. Highlight negative results. Are results reflective of responses? Are results skewed in some fashion? Is instrument faulty? Improve instrument & set up time table for survey. Ask employees to prioritize issues. Set up EIGs for each issue. Are resources constrained? Tackle one issue at a time. Employees deal with issues they can control. Are supervisors part of problem? Involve supervisors where necessary. Set up Action Plan with timelines. Brief Action Plan with timelines to all. Implement Action Plan. Set up time table for follow up survey. NO YES YES YES YES NO YES NO NO NO “Some people are like Slinkies, not really good for anything, but you can’t help but smile when you see them tumble down the stairs”

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DOGS OCA Satisfaction Index 2000 - 2004 7.8 7.1 7.6 7.8 7.5 8.0 8.0 8.0 8.0 8.0 8.0 0 1 2 3 4 5 6 7 8 9 10 EMPLOYEE SATISFACTION INDEX RECOGNITION, PAY & BENEFITS TEAMWORK, EMPOWERMENT & INVOLVEMENT TRAINING AND DEVELOPMENT COMMUNICATION LEADERSHIP & RESPONSIBILITY PERFORMANCE MEASUREMENT FIRST-LINE SUPERVISION CUSTOMER FOCUS WORK ENVIRONMENT COUNTY STRATEGIC PLAN Year 00 Year 02 Year 04 “If at first you don’t succeed, skydiving is not for you”

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CHESTERFIELD COUNTY 2004 ORGANIZATIONAL CLIMATE ASSESSMENT CROSS-WALK WITH HR SOLUTIONS' NORMATIVE DATABASE Best In Natl. Survey Question Number DOGS County Class Norm %Favorable %Favorable %Favorable %Favorable 1. I receive the information I need to do my job well. 79 76 78 64 2. There is effective communication between different work units in my departments. 57 47 69 56 3. In general, I am kept informed about countywide issues that are important to me. 70 67 79 66 4. I have a clear understanding of my job expectations. 83 87 81 69 5. Employees can let managers, above their supervisor, know how they feel about things. 78 67 51 6. I have a good understanding of the county's strategic goals. 86 75 76 58 8. I have a good understanding of my department's goals. 82 82 78 60 10. My department operates daily consistent with its strategic direction and goals. 74 63 58 11. I am involved in improving the quality of services and work processes in my department. 86 71 60 13. When making decisions, supervisors includes those closest and most knowledgeable. 77 68 72 60 14. I have enough authority to carry out my job effectively. 83 76 87 78 15. When errors occur, emphasis is placed on improving the process rather than placing blame. 69 53 42 16. Teams of employees work together to improve processes and resolve problems. 72 60 69 56 17. Most team recommendations in my department are supported and implemented. 68 47 79 65 18. My immediate supervisor encourages and supports creativity and innovation. 73 73 67 52 19. There is cooperation and teamwork among employees within my dept. 69 69 85 72 20. There is an effort to get the ideas and opinions of employees who work here. 74 58 82 21. I can make decisions that are appropriate for my level in the organization. 76 71 87 78 22. Employees are recognized for working together as well as for individual performance. 73 60 54 23. Employees are held personally accountable for the results of their work. 74 70 58 25. Diversity among employees is appreciated and valued. 78 71 70 27. My immediate supervisor treats me with respect. 82 88 80 28. My supervisor accommodates me when I have family or personal matters. 88 92 87 29. I like the kind of work I do. 91 91 84 70 30. I have the necessary equipment, tools, and materials that I need to do my job properly. 72 75 59 38 31. My department is concerned about employee health and safety. 81 76 95 84 32. The amount of work expected of me is reasonable. 69 72 63 46 33. My work provides me the opportunity to experience a real sense of accomplishment. 82 75 79 67 35. I am proud to be an employee of Chesterfield County. 91 82 84 66 37. Customer service standards have been clearly defined and communicated. 86 82 61 40. Senior leaders communicate the importance of providing excellent customer service. 79 72 86 70 41. Employees are rewarded for providing high quality service to customers. 74 47 48 42. Supervisor is committed to customer service, quality, and continuous improvement. 76 79 75 43. Senior leaders clearly communicate a strong set of values and ethics. 78 62 51 46. My supervisor encourages ethical business practices in all transactions and interactions. 81 84 62 53. I am given a chance to learn new skills and develop new talents. 81 67 77 67 54. I receive the training I need to do my current job well. 77 70 78 63 56. I receive enough feedback on how well I do my job. 77 66 69 55 57. I am paid fairly compared with the pay that I could get elsewhere for similar work. 48 43 63 46 58. The employee benefits package meets my needs. 84 67

If You Are Not The Lead DOG The Scenery Never Changes: 

If You Are Not The Lead DOG The Scenery Never Changes

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Chesterfield County’s Quality Culture Today we have covered: How to use tools such as employee and customer feedback, performance measures and analysis of performance data. How the connection is made between goals and outcomes. How to bridge the gap between performance measures and employee performance. How one department has applied all of these concepts.

QUESTIONS??: 

QUESTIONS?? Jo Rohr: Rohrj@chesterfield.gov 804-751-4987 Fran Pitaro Pitarof@chesterfield.gov 804-748-1397 Website: www.chesterfield.gov “Never miss a good chance to shut up” “Junk is something you keep for years and throw away two weeks before you need it.”