‘changing the public’s perception of government’in 2010, they formed the excellence in...

Dan Vicker

Florida Center for

Public Management

The

Askew School Of

Public Administration and Policy

at

The Florida State University

PCTC Great Practices Showcase

CONGRATULATIONS PCTC!

‘CHANGING THE PUBLIC’S PERCEPTION OF GOVERNMENT’

220 engaged employees in a commitment culture

4 Sterling Examiners throughout the process

33 participants in CPM (24 graduates, 9 in-process)


Established in 1992, by then Governor Lawton

Chiles, the Governor’s Sterling Award assessment

process allows organizations to identify their

improvement objectives and successful practices.

Those applying for the Sterling Award must

implement the Sterling Criteria in order to be

considered for the award.


Joe Tedder was a representative in the Florida House in

1992 when the Florida Sterling Council was created.

In 1997, the first Management Team meeting of the

PCTC was devoted to the mission and measuring

success . Cat 1, 3, and 7• How do we determine success on a weekly, monthly and yearly basis? Cat 2

• How do we objectively measure that Success? Cat 4

• How do we convey our results to our stakeholders? Cat 7

This discussion sparked the Outline for Success (OFS) Cat 1


‘CHANGING THE PUBLIC’S PERCEPTION OF

GOVERNMENT’

The journey


In 2000, the PCTC reached out to executive leaders of

DOR to develop a measurement system for process

management. Cat 6 DOR had already participated in

CPM and was a Sterling GSA Winner. From this

partnership, Employee Engagement increased by

defining success and enabling employees to see how

they contribute to that success. Cat 5

In 2002, the well defined, but not complete,

management team continued to refine their strategy to

include Focus Points, Values and Vision as strong

components of their management system. Cat 1, 4, 7


In 2006 the PCTC began to use CPM to develop the talent

within. That year began Martha Roe Burke’s recruitment as a

Sterlingexaminer. Cat 5

The 2006 Tampa Bay Business Journal's Government Business of the Year Award.

The 2006 Efficiency Commission's Final Workbook on the Tax Collector’s Office.

Also in 2006, Kids Tag Art was formed as a leadership project

exclusively developed by the TCPC, again identifying specialty

plate foundations as a stakeholder group and building

community involvement around a fifth grade art fundraising

contest.

They are hosting its 10th year, with over $350,000 raised for

classroom arts education state-wide and over 12 other counties

hosting this program by their tax collectors. Innovation


Florida’s Certified

Public Manager

Program

Program Structure

Eight 4 day classes

32 days of training

Experiential based

Emphasis on group activities

Balance of theory & practice

Goals

To develop

“reflective practitioners”

and

“learning organizations”


CPM CURRICULUM

Level 1: The Individual: Management VS Leadership

Level 2: Team Tools and Dynamics

Level 3: Productivity, Quality, Communication, Project Management

Level 4: Empowerment, Ethics, Culture, Change Management

Level 5: Social Change, Planning, Organizational Design And Dynamics

Level 6: Systems Thinking

Level 7: Building Your Voice

Level 8: Graduation Conference –“Examples Of Practice” Level 1Level 2

Level 3Level 4Level 5

Level 6Level 7Level 8


In 2007, with assistance from the Florida Center for Public

Management at The Florida State University, the Management

Team began to undertake a human contextual approach to

transformational leadership and redefined OFS. Cat 1, 2, 5, 6

This process helped them to understand how the work on the

Mission, Vision, Values, Focus Points and a Measure System all

worked together conceptually. They began to think of “OFS” as

an all-encompassing performance management system.

The culture moved forward at a faster pace. They drafted the

first “OFS Owner’s Manual”. This booklet became the tangible

document that explained the performance management system

or “OFS” in layman terms. Cat 1, 5


MISSION, VISION & VALUES

The essence of who we are, how we act and what we do.

PROCESSES

Encompasses all current and recurring processes required by law or

routinely conducted by the Tax Collector’s Office. Such processes

include regular evaluations, surveys, and other types of feedback

provided by staff, customers and partners.

Current and recurring processes are conducted throughout the year.

PROCESS IMPROVEMENTS

Includes an overall plan of action developed by the Administrative

Staff of the Tax Collector’s Office. The Process Improvement Plan is

developed at the Directors annual retreat based on Current &

Recurring Processes, including input from staff, customers and

partners, as well as changes in government, economic conditions,

etc. The Process Improvement Plan is reported to the entire office at

the annual Full Staff Meeting.

PUBLIC SPOTLIGHT

Public report based on the highlights of the most Interesting information

provided in the Staff Dashboard. Due at the monthly Directors Meeting.

STAFF SUMMARY

Staff report based on summary information pulled from the

Directors Reports with a focus on staff activities and performance.

Due at the monthly Directors Meeting.

DIRECTORS REPORTS

Comprehensive report on Department activities and performance.

Comprised of a Department Process Improvement Plan status report

and monthly OFS performance measures. Due at the monthly Directors

Meeting. The Process Improvement Plan is reported to the entire office

at the annual Full Staff Meeting.

OFSOUTLINE FOR SUCCESS


PCTC OFFICE FOCUS POINTS

LEADERSHIP CUSTOMER SERVICE EMPLOYEE WELLBEING EFFICIENCY QUALITY X FACTOR

SUBJECTSReview and evaluate past

performance

Walk-in service Staff Retention Automated/manual transactions

ratio

Customer satisfaction

Develop and implement

comprehensive plan

Telephone Service Training Web site/other inquiries ratio Walk-in transactions/errors

Forecast possible projects and

challenges

Mail-in Service Additional Learning Compliance/Delinquency and

non-compliance

Mail-in transactions/errors

Encourage community

involvement

Online & IVR Service Job Satisfaction Staff working/absences Online & IVR transactions/errors

Inspire charitable giving Dealer Service Compensation Staff On-time/tardiness Dealer transactions/errors

OBJECTIVESReview and evaluate past

performance annually at

Directors’ Retreat.

Walk-in customers served in

timely manner.

High staff retention rate. High ratio of online/IVR/mail

transactions to walk-in

transactions.

High satisfaction rate for various

surveys (comment cards/online,

etc.)


comprehensive plan annually at

Directors’ Retreat.

Telephone customers speak with

a customer service

representative in timely manner.

High number of staff is trained. Grow ratio of specified web site

inquiries to telephone bank

calls.

High walk-in transaction success

rate.


challenges annually at Directors’

Retreat.

Mail-in customer transaction

completed in timely manner.

Staff takes advantage of

additional learning opportunities.

High ratio of compliance to

delinquency.

High mail-in transaction success

rate.

Directors and managers and

staff have regular community

involvement

Online and IVR transactions are

completed within a timely

manner.

Staff are very satisfied High ratio of specified staff

working to unplanned absences.

High online transaction success

rate.

Staff participates in office-wide

charitable giving.

Dealer transaction work

completed in a timely manner.

Staff are very satisfied with their

total compensation.

High ratio of specified staff

reporting on-time to tardies.

High dealer transaction success

rate.

BENCHMARKSReview and evaluate past

performance annually at

Directors’ Retreat. Report made

at Full Staff Meeting.

90% of walk-in customers served

within 10 minutes or less.

XX% of staff is retained. Ratio of 60% online/IVR/mail

transactions to 40% walk-in

transactions.

XX% satisfaction rate for various

surveys (comment cards/online,

etc.)


comprehensive plan annually at

Directors’ Retreat. Report made

at Full Staff Meeting.

90% of telephone customers

speak with a customer service

representative within 2 minutes.

XX% of applicable staff that is

trained.

Ratio of 40% specified web site

inquiries to 60% telephone bank

calls.

XX% Walk-in transaction success

rate.


challenges annually at Directors’

Retreat. Report made at Full

Staff Meeting.

100% of mail-in customer

transaction completed in 2

business days or less.

XX% of staff takes advantage of

additional learning opportunities.

Ratio of 95% compliance to 5%

delinquency.

XX% mail-in transaction success

rate.

100% of all Directors and

managers and 50% of staff

report they have regular

community involvement

100% of online and IVR

transactions are completed

within 1 business day.

XX% of staff report that they are

very satisfied in response to key

job satisfaction item in annual

survey.

Ratio of 95% specified staff

working to 1% unplanned

absences.

XX% online transaction success

rate.

75% of all staff are recorded as

participating in office-wide

charitable giving.

XX% of dealer transaction work

done in 2 business days or less.

XX% of staff report that they are

very satisfied in response to key

compensation item in annual

survey.

Ratio of 95% specified staff

reporting on-time to 5% tardies.

XX% dealer transaction success

rate.

PCTC OFFICE PERFORMANCE & ACCOUNTABILITY MATRIX = SOBARD (Subjects, Objectives, Benchmarks, Assessments, Results and Decision


PSA Model Polk County Tax Collector

MEASURE2

ANALYZE3

IMPROVE4

CONTROL5

DEFINE1

PSA

COMPLEX

Use PSA Level 2 Form


In 2009, they integrated Process Improvement

and Problem Solving (PIPS) and Strategic

Planning into the OFS . Previously these two

items had been treated separately. Cat 2, 6

2009 The Florida Society of Certified Public Managers (FSCPM)

2009 Askew Award.


PIPS TODAY


In 2010, they formed the Excellence in Customer Service Task Force to better understand customers and drive continuous customer service excellence. The task force defined the stakeholder groups, began surveying Customer Expectation and Satisfaction and established a continuous improvement cycle to reinforce its core competency, Customer Service. Cat 3, 6

Other specialized outreach activities for key stakeholder groups such as the Tourist Development Academy, Mobile Home Clinics, Business Tax Focus Groups, Spanish Committee, and car dealership liaison helped drive communication and improved compliance.


CUSTOMER SERVICE WHEEL OF EXCELLENCE


In 2012, they accelerated the effort to compare “OFS” to the

best management systems they could find. The redefined Senior

Leadership Team then committed fully to the Florida Governor’s

Sterling business model to systematically improve the

organization. All Categories


Sterling

The Sterling journey is a systems approach to managing

improvement and culture in your organization. Its a

journey because it takes time to strengthen and align your

systems to your mission and goals!

The Criteria are : Leadership, Strategic Planning, Customer

Focus, Measurement, Analysis, and Knowledge

Management, Workforce Focus, Operations Focus, and

Results.


Later in 2012, the leadership team produced the 7th edition of

“OFS”. It became a priority to align “OFS” to the Sterling

Business Model. Through the process they identified more

opportunities for improvement and confirmed the myriad

strengths they had put in place. All Categories

2012 The Florida Tax Collectors Association (FTCA) Certificate of Merit.

2014 Excellence in Financial Operations Designation


In 2015, The PCTC received Florida’s GSA.


CONGRATULATIONS PCTC!

OH!! But Its Not Over!


PCTC IS NOW A

ROLE MODEL

FOR YOUR ORGANIZATION!

They Are Happy To Help

QUESTIONS?


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