2016 Board of Examiners Day 2

Transcription

1 2016 Board of Examiners Day 2 Review Ground Rules Quench any burning issues Debrief Quiz 1 Preparing Results Items for Consensus However beautiful the strategy, you should occasionally look at the results. Winston Churchill Tennessee Center for Performance Excellence 79

2 Independent Review Review for Conflict Review the Framework Read the Application Log on to BOSS Identify Key Factors 12 process items 5 results items Criteria Key Factors Application: PROCESS 6 10 comments (ADLI) Score 1 Feedback Ready strength and OFI Criteria Key Factors Application: RESULTS 6 10 comments (LeTCI) Score 1 Feedback Ready strength and OFI Mark Scorebook Complete Prepare Consensus items Participate in Consensus meeting Prepare Site Visit issues Complete Site Visit Prepare Final Scorebook 3 Alignment of Item Requirements P.1a(3) Workforce Profile What is your WORKFORCE profile employee groups and SEGMENTS? What are the KEY drivers that engage them in achieving your MISSION and VISION...? What are your organization s special health and safety requirements? 5.1b(1) Workforce Climate HOW do you ensure workplace health, security, and accessibility for the WORKFORCE? What are your PERFORMANCE MEASURES and improvement GOALS for your workplace environmental factors? a(2) Workforce-Focused Results (Climate) What are your current LEVELS and TRENDS in KEY MEASURES or INDICATORS of your WORKFORCE climate, including those for WORKFORCE health, safety, and security and WORKFORCE services and benefits, as appropriate?

3 FitHabits Org. Profile 5 FitHabits Application 5.1b(1) Providing team members with a healthy, secure, and accessible work environment is important to FitHabits. The lighting of the parking lots was modified in 2012 based on team members concerns. A change in forklift training that greatly reduced injuries was made in 2013 after a ShapeItUp analysis. Processes and policies are supported by SOPPs and reinforced during senior coach rounding and training to minimize and address other health and safety requirements, which vary by job category (Figure P.1-3). Performance measures and improvement goals are shown in Figure Tennessee Center for Performance Excellence 81

4 FitHabits Application 7 FitHabits Workforce Results 82

5 FitHabits Workforce Results 9 Process/Results Linkages Category Linkages Results 1 Leadership Strategy Customers Measurement, Analysis, and Knowledge Management Workforce Operations 7.1 ** Sprinkled throughout categories Tennessee Center for Performance Excellence 83

6 Results Comment Tips Group the graphs and summarize your analysis Relate results to the applicant s: Key factors Strategies Processes/results described elsewhere BUT. comment on the results, not the process of obtaining the results 11 Results Evaluation Factors Levels Validity or meaningful scale Trends * Rate of improvement or sustainability Comparisons Appropriateness; benchmarks Integration Importance, harmonization, segmentation * Note: Unfavorable trends may be explained in the narrative

7 Results Comment Tips Comparisons comment on: Performance relative to comparisons Appropriateness of comparisons The fact that comparisons are not provided Use comparative terms that are clear: Trends are favorable/unfavorable Results have improved/declined or are favorable/ unfavorable Performance is better/worse Comment on segmentation Performance of specific segments The fact segmented data are not provided in key areas 13 Overall and Multiple Requirements 14 Tennessee Center for Performance Excellence 85

8 Goals vs. Projections GOALS Hoped for performance In general, we do NOT evaluate performance against goals: We don t know how the applicant sets goals PROJECTIONS Expected performance Examine relevance: Do projections make sense? Are they related to the strategic plan? Do they set low goals or stretch goals?

9 Scoring Results Items 1. Consider your 6-10 comments paying special attention to Le-T-C-I 2. Determine the scoring range that best fits the item 3. Score the item 17 Tennessee Center for Performance Excellence 87

10 Assignment Table Assignment Individual Exercise Set your timetable Summarize Criteria requirements 2 min. Review your homework and the team s IR to find commonalities and conflicts for your assigned item 5 min. Using the worksheet 30 min. Identify 4-6 relevant key factors Select 6 topics (most important key messages) to become strength and OFI comments Note your rationale for each comment Write 2 comments (1 strength + 1 OFI) 15 min. Score the item 5 min

11 Preparing an Item for Consensus Meeting 1. Review the Criteria requirements 2. Assign 4 6 key factors 3. Review team members Independent Reviews SYNTHESIZE WRITE SCORE REVISE PREPARE Synthesize team members IR into 6 10 comment topics Develop rationale Draft 6 10 feedback comments based your chosen topics Balance strengths and OFIs Score the item based on your consensus review Revise comments based on feedback from your backup Provide feedback to your partner Prepare to present your items during the team s consensus meeting 21 Tennessee Center for Performance Excellence 89

12 Exercise Pass your work to the person to your right In the right-hand column, give feedback to your teammate: Is the comment Criteria based? Is it insightful? What is the topic sentence? Are there examples from the application? So what? As a table, agree on the item score Agree on one key learning to share

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14 In Which Scoring Band (Le) Must the applicant s results be responsive to the multiple requirements? (T) Must beneficial trends be sustained over time? (C) Are the early stages of obtaining comparative data? (I) Are projections required?

15 Tennessee Center for Performance Excellence 93 Key Factor References KF Cat. Most significant key factors (KFs) for this Item Item Ref. Comment Topics Rationale

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17 Tennessee Center for Performance Excellence 95 Item Ref. Comments Feedback

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19 Tennessee Center for Performance Excellence 97 Item Ref. Comments Feedback

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22 Results Item Evaluation Factors The factors for evaluating an applicant s response to Criteria items in category 7 are described below. PERFORMANCE LEVELS (Le) refer to numerical information that places or positions an organization s results and performance on a meaningful measurement scale. Performance levels permit evaluation relative to past performance, projections, goals and appropriate comparisons. What levels are provided? Is the measurement scale meaningful? Are key results missing? TRENDS (T) refer to numerical information that shows the direction and rate of change for an organization s results. A minimum of three historical data points generally is needed to begin to ascertain a trend. Are trends provided for few, many, or most areas addressed in the item requirements? Is the interval between measures or frequencies appropriate? Are the trends positive, negative, or flat? What is the rate of change (slope of the trend)? Do the trends demonstrate little, some, or much breadth in the applicant s improvement efforts (i.e., how widely are they deployed and shared)? Are significant variations in trends explained in the text of the application? COMPARISONS (C) refer to how the applicant s results compare with the results of other organizations. Comparisons can be made to the results of competitors, organizations providing similar products and services, industry averages, or best-in-class organizations. The maturity of the organization should help determine what comparisons are most relevant. Are comparisons provided? Are the comparisons to key competitors, industry sector averages, or best-in-class organizations? How does the applicant compare against these other organizations? INTEGRATION (I) refers to the extent to which results measures (often through segmentation) address important customer, product and service, market, process, and action-plan performance requirements identified in the Organizational Profile and in process items; include valid indicators of future performance; and are harmonized across processes and work units to support organization-wide goals. To what extent do results link to key factors and process items? Are results segmented appropriately (e.g. by key customer, patient, or student segment; employee type; process/education program or service; or geographic location) to help the applicant improve? 100

23 Item Worksheet - Item 7.5 Financial and Market Results Relevant Key Factors 1. 2) Products 1) activewear clothing, and 2) athletic shoes for both men and women. Women s clothing is largest product line, then men s clothing. Shoes are smaller product line for both but believed to be a differentiator ) Customer Groups 1) Engaged Customers, 2) Lurkers (browse but never purchase), and 3) New Years Resolutions (NYRs) who are active in January only. Engaged Customers include 3 segments: frequent purchasers (buy monthly), persistent purchasers (buy seasonally), and occasional purchasers (buy annually). Stakeholders include customers, the Advisory Board, collaborators, suppliers, and the community ) Current Environment Must meet increasing demand for better and more personalized customer service, personalized product offerings, and increased offerings made in America. Also offers specialized products, such as those for challenged athletes ) Competitors Four key competitors in Internet market space for boutique retailers (applicant is largest of boutiques with 8% of internet market; others range from 2% to 7%). Leader of boutiques for athletic wear; third for shoes. Non-boutique market represents other 73% and is controlled by large Internet retailers and box stores ) Competitive Situation 1) Expanded products in 2014 to meet special activewear and footwear needs of challenged athletes; 2) Plans to double warehouse capacity by 2017 to increase inventory and decrease order-to-ship time; 3) Nearest competitor Tip the Scales in consolidation with other boutique competitor, which would change market landscape and applicant s current leader position ) Strategic Challenges Business: SC1) Emerging competitors and mergers, SC2) Cyber security, SC3) Maintaining adequate profit margin; Operations: SC4) Current warehouse space/inventory selection, SC5) Maintaining and securing robust inventory selection; Societal Responsibilities: SC6) Changing customer demands and expectations; Workforce: SC7) Retaining skilled team members in competitive boutique athlete market. Strengths ++ Strength Rationale Item Ref. The organization demonstrates a rapid increase in both net income (Figure 7.5-1) and net margin (Figure 7.5-2) from FY 2010 through FY 2015, with additional growth projected for FY In addition, overall gross sales increased for the same time period (Figure 7.5-3). These positive trends support the applicant's long-term sustainability and culture of excellence. The applicant builds trust and partnership with its suppliers by its ability to make timely payments. The applicant is the only boutique seller among its competitors to achieve a 5-star rating from Baseline & Rich (Figure 7.5-4), which has been sustained since FY2012. The applicant's reputation for paying timely may help it address challenges associated with securing robust inventory selection from its suppliers. Days in Accounts Receivable (Figure 7.5-5) and Days Cash on Hand (Figure 7.5-6) are improving over time, exceeding top quartile performance, and nearing top decile performance. The applicant's ability to manage customer credit and cash more effectively than its competitors should provide the organization Noted by AY, EK, HS, JH, MH, SJ, DB. Key financial results. Noted by AY, HS, JH, MH, SJ Noted by DB, AY, EK, HS, and SJ. Tennessee Center for Performance Excellence 101 a(1) a(1) a(1)

24 ++ Strength Rationale Item Ref. with a competitive advantage as it makes improvements and continues to increase its sales. Market share results related to activewear clothing show excellent performance levels, beneficial trends, and strong performance relative to key market competitors. The applicant has consistently increased its activewear clothing market position (Figure 7.5-9) and has maintained the #1 position over the last two years. Additionally, the applicant has consistently increased the activewear clothing market share as a percentage of internet sales (Figure ), exceeding the market share of all competitors. These results illustrate the applicant's commitment to its vision to become the #1 internet-preferred activewear provider. Noted by EK, AY, DB, EK, JH (had as double), MH, and SJ. Ties to vision. a(2) Notes Much more agreement on strengths than OFIs. Did not use DB strength related to challenged athlete line. Opportunities for Improvement -- Opportunity for Improvement Rationale Item Ref. The applicant does not provide results related to its stated strategic objectives for finance and growth. In Figure 2.1-3, the applicant identified three measures related to its financial objectives and action plans - 1) percent of new offerings; 2) return on investment from improvement projects; and 3) total cost per invoice. However, results were not provided for these measures. Lacking this information, it may be challenging for the organization to measure progress towards achieving its strategy and vision. Overall sales growth for shoes (Figure 7.5-3) has been mostly stagnant, and market share for that line (Figure 7.5-9) has shown minor improvement since FY2012. Additionally, two key competitors - Lean Out and Tip the Scales - have consistently maintained the highest percentage of the activewear shoe market. The applicant's flat results related to shoe sales may hinder its ability to compete as additional competitors emerge or reorganize. Despite indicators of strong financial performance (Figures 7.5-1, -2, and -3), results have not been provided at a level of detail to analyze sales growth and areas of vulnerability. For example, the applicant has not provide comparative data for these figures, and sales have not been segmented by customer groups (engaged, lurkers, and New Years Resolutioners). Without this additional data, it may be difficult to establish the success of customer engagement efforts and market share growth initiatives. The applicant is missing results for several key measures of financial performance. For example, results were not provided for budget, return on investment, or asset utilization. In particular, results related to inventory levels and returns GAP - noted by AY. Ties to strategy = important to applicant. Noted by EK, JH, HS in some form. Ties to vision to be #1 and new market. Noted by DB, JH, HS, MH. Combined EK and DB OFIs. Key criteria requirements important to applicant a a a(1) a(1)

25 -- Opportunity for Improvement Rationale Item Ref. were also absent. Given the applicant's challenges related to inventory and warehouse space, results to address these gaps may be beneficial. Notes Did not use comments related to quarterly tax filings % (MH, AY, EK), challenged athlete line (EK, HS) or lagging top decile performance for supplier payments (JH and SJ) (noted as strength instead). Believe SendPix OFI (DB) should be addressed in item 7.1. Did not use comments related to dip in sales performance in FY Open to discussion at consensus or on site. Scoring Score Value: 55 Score Range: 50-65% Why shouldn't the score be in the range above or below the selected one? Not higher because not all multiple requirements were addressed- missing measures of budgetary performance, inventory, etc. Not lower because most trends shown are beneficial, and comparisons (where shown) are very strong. Tennessee Center for Performance Excellence 103

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27 Custom Comments Add Value Genius might be the ability to say a profound thing in a simple way. Charles Bukowski Examiner Role Remember TNCPE s mission: to drive organizational excellence in Tennessee Meet the applicant where they are and help them move forward Select comments that are insightful and help the applicant take the next appropriate step 29 Tennessee Center for Performance Excellence 105

28 Who are TNCPE s applicants? Healthcare Education Government Manufacturing Service Nonprofit Applicants by Level Level 1 = Org. Profile Level 2 = Basic req'ts Level 3 = Overall req'ts Level 4 = Multiple req'ts 106

29 Number of Applicants by Size More than 1,500 FTEs 501 1,500 FTEs FTEs Less than 100 FTEs Some Unique Circumstances Small business applicants Multi-site applicants Government agency applicants Applicants owned by another corporation Applicants with field offices out of state Mature applicants applying at Level 1 New applicants applying at Level 4 33 Tennessee Center for Performance Excellence 107

30 Key Factors!! How Will You Know? A key factor is an attribute of an organization or its environment that influences the way the organization operates and the key challenges it faces. Examiners will use key factors to focus their assessments on what is important to the applicant. Where do I find key factors? How and where do I record key factors? 34 Pay Particular Attention to... P.1a(3) Workforce Profile Are there more employees than examiners? P.1a(4) Locations (Assets) How many? Are they in or out of state? Do they each operate independently? P.1a(5) Legal and Regulatory Requirements Do regulations dictate their ability to innovate processes? P.1b(1) Org Structure and Governance System Are they owned by someone else? Does the owner control the strategic plan, HR processes, or system of measurement? P.1b(3) Key Suppliers and Partners Are they dependent on anyone else for key requirements? Do they have control of key suppliers or not?

31 Stair Steps to Excellence Level 1 Interest Level 2 Commitment Level 3 Achievement Level 4 Excellence Org Profile Yes Yes Yes Yes Application Focus Org Profile Basic item requirements Overall item requirements Multiple item requirement Max Length 5 pages pages pages pages Site Visit ½ day + ½ day 1 day + 1 day 2 days + 1 day 3 days + 1 day Feedback Focus 7 Categories Overall requirements Multiple requirements Multiple requirements 36 A Case Study Tiny Tots Academy owns and operates ten preschools in Middle Tennessee The Murfreesboro, Tennessee location applied for the first time at Level 4 this year. What questions do you have? What information do you need? 37 Tennessee Center for Performance Excellence 109

32 Tiny Tots (M boro) Key Factors P.1a(3) Workforce Profile: 1 owner/director, 2 shift managers, 15 teachers, 1 clerical staff (part-time) P.1a(4) Location: Murfreesboro, TN P.1b(1) Governance System: owner/director trained by Tiny Tots consultant on all policies and procedures. Owner provides location and staff. Owner/director responsible for local marketing and day-to-day operations with regular site visits from field consultant. P.1b(2) Key Suppliers and Partners: Suppliers for curriculum and technology system chosen by administrative headquarters. Local control over cleaning services, extra activities (gymnastics, etc.), food. Employee survey is available through headquarters. P.2c Performance Improvement System: Tiny Tots is piloting Baldrige this year; rest of locations may follow. 38 Are These Comments Appropriate? Nugget 2.1a Applicant s strategic planning process is not specific to its location 2.1a(2) No evidence of cycles of learning for corporate process of identifying opportunities for risk taking 2.2a Applicant s process for deploying the strategic plan to the staff is not systematic 2.2b Applicant s corporate strategic objectives do not include projected performance compared to competitor projections As Evidenced By Murfreesboro location receives the corporate strategic plan in the mail; no customization of the strategy occurs No process described to determine if risk taking strategies could be improved Occurs during a lunch break, staff hear the strategic plan and discuss objectives GAP

33 Opportunities to Discover Unique Situations Organizational Profile/Key Factors Team Leader and Applicant calls Opening Site Visit Meeting 40 A Great Comment Is insightful Tells the applicant something it didn t know Provides meaningful feedback Validates progress Clearly describes key gaps and their significance to guide future improvement Helps senior leaders allocate resources Is easily understood Without reading the application Plain English please! 41 Tennessee Center for Performance Excellence 111

34 Prioritizing OFI Comments Remember your evaluation factors: If no approach is described, focus your OFI here. If an approach is present, move on to deployment/ learning/ integration If no results are presented for an area of importance, focus your OFI here. If results are present, consider trends/ comparisons/ segmentation/ integration. 42 Prioritizing OFIs 2 The same is true for item requirements: If the organization has OFIs at the basic requirements level, focus your writing here Be sure to specify what is keeping them from meeting the next level (overall requirements) If the organization meets the basic item requirements, focus your OFI at the overall level Remember, just because the applicant applied at Level 4 does not mean it is ready for feedback on the multiple requirements for every item!

35 Exercise Review the assigned independent review inputs for your case study applicant Pay special attention to the applicant s key factors Discuss which comment would add the most value to the applicant Write an appropriate OFI comment based on the topic(s) you selected Table Case Study Writing Style Write in third person The applicant... instead of You... Write in the present tense The applicant reviews... instead of The applicant has reviewed... Write in the active voice The leadership team reviews... instead of Reviews are performed... Be polite! 45 Tennessee Center for Performance Excellence 113

36 What to Avoid Multiple messages in one comment Don t put an OFI in a strength comment! Prescriptive comments (i.e., don t tell the applicant how to close gaps) Comments on how the application is written Personal opinions or judgments NO: superior, outstanding, good, poor, high, low YES: systematic, fact-based, fully deployed, sustained improvement Using the same so what for every comment... may help the applicant achieve its vision... achieve its vision... achieve its vision.... Jargon industry or quality-related 46 Exercise Move to your assigned table Review and edit your assigned table s comment Is the comment Criteria-based? Is it insightful? Does it contain a topic sentence, evidence, and so what? Does it follow the comment guidelines? Utilize the online comment resources Agree on one learning from each table

37 Resources Available Online Considerations for Unique TNCPE Applicants Linkage Between Org Profile and Process Categories Comment Guidelines Sample Comments Tennessee Center for Performance Excellence 115

38 7.5a(1) The applicant is missing results for several key measures of financial performance. For example, results were not provided for budget, return on investment, or asset utilization. In particular, results related to inventory levels and returns were also absent. Given the applicant's challenges related to inventory and warehouse space, results to address these gaps may be beneficial. Erin Ketelle and Doug Brock

39 Case Study #1 Precision Excellence Group (Level 4 Applicant) Key Factors P.1a(1) Values: Precision, Excellence, Integrity, Customer-Focus, Outstanding Performance P.1a(3) Workforce Profile: One executive leader, one executive assistant, and three consultants. P.a1(4) Location: Rent office space from parent company, Precision Automotive Group (PAG) in Franklin, TN. P.1b(1) Governance System: Wholly owned by PAG. President of Precision Excellence Group reports to Board of Directors of PAG. P.1b(2) Key Suppliers and Partners: PAG is a key supplier of all administrative functions (HR, Finance, Facilities Management, etc.). P.2c Performance Improvement System: Organization designed to drive use of Baldrige Criteria. After having achieved Baldrige recognition, PAG created the Precision Excellence Group as a revenuegenerating entity to drive performance excellence concepts in the service and manufacturing industries. Independent Review Inputs Nugget 7.4a(1) Although the applicant provides results of satisfaction with communications from the Board of Directors, they are not specific to the applicant s organization 7.4a(1) The applicant s results for employee satisfaction with communications from the Board of Directors lack comparative data 7.4a(5) Results for support of the applicant s key communities such as volunteer hours, are not specific to the applicant 7.4a(4) The applicant s results for breaches of ethical behavior within the Precision Excellence Group have not been segmented by department As Evidenced By Figures through depicting employee satisfaction with communication from the Board of Directors includes the Precision Excellence Group as only one of many segments shown Figures through depicting employee satisfaction with communication from the Board of Directors lack comparative data Figures and including volunteer hours for both PAG employees as well as the Precision Excellence Group employees; no segmentation is shown to distinguish the applicant s specific results Table contains no segmentation of the applicant s employee population Tennessee Center for Performance Excellence 117

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41 Case Study #2 Tennessee Department of Recreation and Leisure (Level 1 Applicant) Key Factors P.1a(1) Values: Health, Wellness, Building better communities P.1a(3) Workforce Profile: Sixty professional employees. Thirty in home office in Nashville, Tennessee with the remainder spread throughout various Tennessee state parks. P.1a(5) Regulatory Environment: All programs and actions must be encompassed by state law, including requirements for supporting services, such as Human Resources. P.1a(5) Regulatory Environment: State hiring laws dictate that open positions be filled by the highesttenured internal applicant, unless none apply. P.1b(1) Governance System: Recreation Commissioner reports to the Governor of Tennessee. All supporting services such as budget, strategy, and human resources provided by other departments within state government. P.2c Performance Improvement System: Leadership of Nashville-based office has been trained in the Baldrige framework; SWOT analysis conducted as part of annual team retreat. Independent Review Inputs Nugget 5.1a(2) The applicant s internal onboarding process applies only to staff based at state headquarters 5.1a(2) The applicant states it uses the tenure process to retain employees; however, this process does not apply to external hires until they have served for one year 5.1a(2) The applicant s internal onboarding process lacks a cycle of learning 5.1a(2) The applicant s hiring process does not ensure that the workforce represents the diverse ideas and cultures of the hiring community As Evidenced By Onboarding occurs in person for staff at headquarters; other staff not mentioned No process is mentioned; Results Figure shows 50% turnover within 1 year for external hires to department No formal method to evaluate success and make improvements to onboarding process State hiring process posts positions internally first; if there are any applicants, the one with the highest tenure is awarded the position Tennessee Center for Performance Excellence 119

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43 Case Study #3 Power Physical Therapy (Level 3 applicant) Key Factors P.1a(1) Mission: Always Moving Forward P.1a(3) Workforce Profile: One administrator, eight physical therapists spread across two shifts, five support staff. P.a1(4) Location: Memphis, Tennessee. P.1b(1) Governance System: Wholly owned by Power Physical Therapy, Inc. (national headquarters located in Dallas, TX.). Chief Administrator reports to Director of Operations at national headquarters. P.1b(2) Key Suppliers and Partners: Power Physical Therapy, Inc. supplies all support services including strategic planning, human resources, and benchmarking. P.2c Performance Improvement System: Organization follows Corporate Hoshin Strategic Planning Process and uses Corporate-issued Improvement Dashboard for key measures. Memphis office is second practice nationally to adopt Baldrige and received a Level 1 award last year. Independent Review Inputs Nugget 4.1a(1) The applicant does not have a process for selecting its key measures 4.1a(2) The applicant does not have a process for selecting comparative data 4.1a(4) The applicant s measurement process lacks agility 4.1b The applicant demonstrates a robust process for reviewing performance data on its Improvement Dashboard as well as other internal key measures; however, no cycle of learning exists to determine if performance reviews are effective As Evidenced By All measures on Improvement Dashboard selected by Corporate office; internal measures are selected by individual therapists All benchmarks on Improvement Dashboard selected by Corporate office; no other benchmarks are used Measures on the Improvement Dashboard cannot be changed; are consistent across all Power Physical Therapy Offices Performance reviews of data held monthly by site leadership team; no mention of any formal process to evaluate success of this review method Tennessee Center for Performance Excellence 121

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45 Case Study #4 We Love Learning Preschool (Level 4 applicant) Key Factors P.1a(1) Values: Happy Hearts, Happy Minds, Happy School P.1a(3) Workforce Profile: One administrator, ten preschool instructors, one office assistant, and one music teacher. P.a1(4) Location: Chattanooga, TN P.1b(1) Governance System: Governed by Chattanooga School District; one of 6 We Love Learning Preschools in Chattanooga, and one of 35 total schools in district P.1b(2) Key Suppliers and Partners: Chattanooga School District is a key partner and supplies all administrative support, including human resources, facilities management, strategic planning, and benchmarking. Independent Review Inputs Nugget 7.3a(2) The applicant s workforce environment results demonstrate an unfavorable trend in satisfaction with the organization s facility maintenance 7.3a(2) Comparative data for employee safety and security results include only other We Love Learning sites and one local competitor 7.3a(2) The applicant provides only one result for workforce climate 7.3a(2) The applicant does not provide results related to its Corporate strategic objective of decreasing costs associated with facility maintenance As Evidenced By Figure shows satisfaction with facility maintenance declining from 92% in 2010 to 50% in 2013 Figure segmented by We Love Learning Locations and includes only ABC Preschool comparative data Figure showing satisfaction with facility maintenance is the only workforce climate result; missing results for workforce safety, security, etc. GAP missing result Tennessee Center for Performance Excellence 123

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47 Unique Applicant Considerations The Baldrige Excellence Framework TM can be used to evaluate and improve performance of any organization. What makes this tool so powerful is the personalization of the Criteria for Performance Excellence requirements to each organization by considering its key factors. Many of TNCPE s applicants have unique operating environments or governance structures that are particularly important to consider as you begin your examination. Examples of these unique circumstances include: Small businesses Multi-site organizations, including applicants with field offices out of state Government agencies Applicants owned by another corporation, including divisions or sites of larger entities Mature applicants applying at Level 1 New applicants applying at Levels 3 or 4 Guidelines are provided below to help examiners identify and apply key factors for these types of organizations. Identifying Key Factors Key factors are primarily identified in the Organizational Profile, although they can also be found in the applicant s Intent to Apply or throughout the application. Listed below are key sections of the Organizational Profile that may highlight an applicant s unique situation. Capturing and using key factors such as these will be crucial to creating a value-added feedback report. P.1a(3) Workforce Profile P.1a(4) Locations (Assets) P.1a(5) Regulatory Requirements The size of the organization is a critical key factor. Smaller organizations have access to fewer resources and often can be effective with less formal processes than larger organizations. The size of the organization also will affect your site visit planning. Understanding the applicant s locations is essential for site visit planning. This information also is important for checking deployment of key processes throughout the workforce. Pay particular attention to whether sites operate independently (with their own strategic planning and financial processes) or as one integrated business. An organization s regulatory requirements significantly impact the way it operates. For example, state agencies may require legislation in order to change key operating processes; certain government contractors are prohibited from many types of customer contact; and healthcare applicants must safeguard patient health information through their knowledge management practices. Consider whether regulations exist that would dictate the applicant s ability to innovate its processes. Tennessee Center for Performance Excellence 125

48 P.1b(1) Organizational Structure and Governance System P.1b(3) Key Suppliers and Partners Many of TNCPE s applicants are owned or directed by another organization. In these instances, it is critical to understand how much control the applicant has over the strategic planning process, its HR functions, and its system of measurement. In some instances, it may be more valuable to evaluate how the applicant adapts a corporate strategic plan to its own business or location. Keep in mind that the applicant must still meet Criteria requirements; but be flexible in how these requirements apply. If the applicant identifies key suppliers or partners, take time to consider how this might change its interpretation or process for certain Criteria items. Not only will supply chain management be key to its success; the organization may be dependent on these other organizations to deliver support processes or strategic inputs required by the Criteria. Be sure to understand the applicant s ability to choose and manage suppliers, as some could be required by regulation or a corporate owner. Using Key Factors to Guide Your Examination As you complete your examination, you will use key factors such as those highlighted above to customize your assessment of the applicant. Most importantly, you will use these key factors to select which 6-10 strengths and OFIs will provide the most value to the applicant and help it move forward. Here are some suggestions to help you prioritize comments for these unique applicants: Small Business Applicants Multi-site Applicants Applicants with field offices out of state 1. Small businesses may rely more on verbal communication and less on formal documentation. Remember that approaches must be systematic, but not necessarily documented. 2. Information systems may be less mature or in some cases involve manual processes. Again, look for and evaluate systematic approaches, not sophistication. 3. Benchmarking and comparative data may be approached through trade literature or comparisons to other local providers of similar services. 4. Segmentation may not be meaningful or appropriate for certain results (for example, segmenting workforce results for only five employees). 1. Deployment is a key consideration for applicants with multiple sites. Look for evidence of communication to and from field sites in the application. If possible, try to visit at least two sites other than the applicant s headquarters. 2. Segmentation is an important consideration for applicants with multiple sites. 3. Look for evidence of innovation at each site. How are best practices shared across the larger organization? 4. Consider whether information technology and the knowledge management process support continuous improvement for the entity as a whole

49 Government Agencies Applicants owned by another entity Divisions or sites of larger entities 1. Government agencies are often supported by a government-wide strategic plan and budget, and may also use a centralized human resources or supply chain department external to the agency. Look for this information in the Organizational Profile, and ask questions during team leader calls, as well as on site. 2. Be prepared to assess how the agency customizes or deploys these services, and how communication flows to and from the agency. 3. In many government agencies, policies must be supported by legislation. While innovation is still possible, it may not happen at the same rate or have the same appearance as innovation in privately-owned organizations. Look for evidence of innovation to internal work processes, and consider how ideas for innovation are communicated from the agency to the legislature. 4. Where possible, focus your OFIs on things the applicant can change for example, how your applicant provides feedback for the management of key suppliers rather than more typical supplier oversight functions. 1. Some organizations find value in having each independent site apply separately to the TNCPE process or by having one division pilot the application process. For these applicants, it is important to determine early in the examination process what the applicant does and does not control. Look for this information in the Organizational Profile, and ask questions during team leader calls as well as on site. Determine who controls areas such as: strategic planning, human resources, systems of measurement, and financial processes. 2. Be prepared to consider how corporate processes (such as human resources) are deployed, enhanced, or modified at your applicant s location to meet its specific needs. 3. Be prepared to evaluate results of the larger entity as they apply to your specific applicant (for example, locate your applicant s performance in a segmented performance chart for the larger entity). 4. Where possible, focus your OFIs on things the applicant can change for example, the organization may not own the strategic planning process, but it may be able to make changes to how the division implements the strategic plan or conducts its own SWOT analysis to roll up into the corporation s plan. Other Good Questions to Ask Who is your applicant s customer? In some instances, it may be the parent corporation, another division, or agency. What version of the Framework did your applicant use? The process engineering function at a healthcare organization may have used the Business Criteria or the Health Care Criteria. Be sure you know which one, and why. Tennessee Center for Performance Excellence 127

50 Who is the audience for the feedback report? This may help you understand at what level to focus your evaluation of processes such as strategic planning. Applicant Maturity While TNCPE offers four application levels, organizations do not always begin at Level 1 and progress to Level 4. In some instances, an applicant new to the TNCPE process may jump right in at Level 3 or 4 in order to extend the length of the site visit and obtain additional feedback. Just because an organization applies at Level 4, do not assume that feedback at the multiple item requirements will be appropriate. If a Level 4 applicant lacks approaches to the basic item requirements, focus your feedback here. Use the same thought process you would for a Level 1 or Level 2 applicant to tailor your feedback and structure your comments for a less mature applicant. Conversely, some larger or more mature organizations may choose to start at the beginning of the TNCPE process and apply at Level 1. For a large, multi-site applicant, it can be overwhelming to host a 4 hour site visit. In this instance, it is critical that the team leader determine early on in conversations with the applicant what the organization is hoping to gain from the site visit. You may be asked to provide education or focus on specific processes on site. Although feedback is given by category for Level 1 applicants, you may write comments at the overall or multiple item requirements if you learn enough onsite to determine that the applicant has achieved the basic item requirements. Tailor your comments to the applicant s actual maturity level as well as what it expressed it would like to learn more about. In Conclusion Always write the comment that adds the most value. For example, it is much more beneficial to advise the applicant of an OFI it can change rather than one it can do nothing about. In addition, all feedback should be value-added. For each OFI you write, ask yourself: 1. What can the applicant do to address the OFI? 2. Will addressing the OFI help the applicant move to the next higher scoring range? 3. Will addressing the OFI help the applicant run its business better? 128

51 Key Themes Small to greater matters must give way. William Shakespeare Key Theme Overview Executive summary of feedback report for applicant s senior leaders Strategic in nature Summarize the most vital issues for the organization as a whole e.g., what must organization do to become/remain competitive & ensure long term sustainability? TL or designated team member uses consensus comments to draft initial list of key theme ideas 52 Tennessee Center for Performance Excellence 129

52 Key Themes Customer Applicant s leadership team Panel of Judges Other examiners Requirements Executive summary of the Feedback Report Summary of key points of the Feedback Report Jumping off point for consensus and site visit 53 What Is a Key Theme? A synthesis of multiple comments Don t just cut and paste A perception or observation that: Recurs and is expanded upon throughout the scorebook Is common (cross-cutting) to more than one item/category Is of high value or significant to the applicant May address a core value of the Criteria Is traceable to individual item comments

53 1.1 no process to balance value among customers and stakeholders Key Theme Balancing Priorities 2.1 strategic objectives do not balance stakeholder needs 3.1 listening methods do not vary across customer lifecycle or for different customer 55 groups Sample Key Theme While the applicant has established approaches in a number of areas that may contribute to accomplishment of its mission, an opportunity remains to ensure that these approaches achieve appropriate balance among competing demands. How senior leaders balance value between existing, new, and emerging customers (as well as other stakeholders); how strategic objectives achieve balance between potentially competing organizational needs (such as short- vs. long-term planning horizons; strategic opportunities vs. core competencies); and how listening methods and responses are addressed among various groups over time, are examples of opportunities for the applicant to find an appropriate balance that may best support the organization s efforts to achieve its vision. Scott Jeffress 56 Tennessee Center for Performance Excellence 131

54 Key Themes Reflect a. The most important strengths or outstanding practices (of potential value to other organizations) found in processes b. The most significant opportunities, concerns, or vulnerabilities found in processes c. The most significant strengths (related to data, comparisons, and integration) found in results d. The most significant opportunities, vulnerabilities, and/ or gaps (related to data, comparisons, and integration) found in results 57 Steps in Developing Key Themes 1. Capture initial impressions on your first readthrough of the application; capture as initial thoughts in BOSS during IR 2. Scorebook editor or other team member develops draft key themes for team review prior to consensus meeting; discuss during consensus meeting 3. TL and scorebook editor finalize key themes after item comments are finalized (after site visit)

55 Core Values as Key Themes Core values may become the topic of a key theme Use core values to provide value as the basis of a strength key theme comment Do not use core values to assess the applicant NOT as the basis of an OFI key theme comment 59 Other Sources of Key Themes Think horizontally and vertically Process items A-D-L-I evaluation factors ++ and -- comments Results items Le-T-C-I evaluation factors ++ and -- comments Scoring guidelines Scoring band descriptors 60 Tennessee Center for Performance Excellence 133

56 Class Discussion Does FitHabits demonstrate any of the Baldrige core values? What other potential key themes might be relevant for FitHabits? 61 Table Exercise Instructions Using the Consensus Scorebook, assist your table anchor in drafting a key theme Table Key Theme Topic 1 A Management by fact (use of measures and data) 2 B Lackof processes to identify and make transformational change 3 C Manyresults at or approaching benchmark (world class) 4 D Missing results (all 5 items) 5 A Valuing people (workforce focus) 6 B Deploymentto suppliers and partners 7 C Customerresults demonstrate delight 8 D Missing key segmentation of some results

57 Key Themes Reflect a. The most important strengths or outstanding practices (of potential value to other organizations) found in processes b. The most significant opportunities, concerns, or vulnerabilities found in processes c. The most significant strengths (related to data, comparisons, and integration) found in results d. The most significant opportunities, vulnerabilities, and/ or gaps (related to data, comparisons, and integration) found in results Tennessee Center for Performance Excellence 135

58 Results are missing for a number of areas noted as important to the applicant. Key supply chain work system functions such as qualifying suppliers, supplier inventory, and supplier communication are not provided; nor does the applicant include results for measures of satisfaction for engaged customers or measures of development of specialized products for challenged athletes. Additionally, results in areas such as effectiveness of voice of the customer mechanisms; overall product quality; and product pricing structure, are not provided despite being highlighted by the applicant as key measures. A lack of results in these and other key areas may limit the applicant s ability to assess performance, respond to strategic challenges, and take advantage of strategic opportunities

59 Assessing Levels 1 & 2 The secret of getting ahead is getting started. Mark Twain Applicants by Level Level 1 = Org. Profile Level 2 = Basic req'ts Level 3 = Overall req'ts Level 4 = Multiple req'ts Tennessee Center for Performance Excellence 137

60 Stair Steps to Excellence Level 1 Interest Level 2 Commitment Level 3 Achievement Level 4 Excellence Org Profile Yes Yes Yes Yes Application Focus Org Profile Basic item requirements Overall item requirements Multiple item requirement Max Length 5 pages pages pages pages Site Visit ½ day + ½ day 1 day + 1 day 2 days + 1 day 3 days + 1 day Feedback Focus 7 Categories Overall requirements Multiple requirements Multiple requirements 68 Level 1 & 2 Applicants Remember: for many, it is a BIG STEP to complete the application and apply In general, Level 1 & 2 applicants: Have limited resources Are not familiar with the Framework or its terminology May be overwhelmed by the amount of information in the feedback report... particularly the OFIs and recommendations!

61 Level 1: Two Ways to Apply Standard Organizational Profile pages 4-6 in the Criteria Simplified Organizational Profile Page 69 in the Framework booklet Notes regarding Level 1: Maximum of 5 pages Level 1 applications are not judged 70 Meeting the Customer s Needs Level 1 team leader calls applicant to: Set them at ease Be friendly and encouraging Ask why they are participating What are their expectations? What do they want to get out of the site visit? Develop site visit agenda (topics and time allotted) to meet applicant s needs 71 Tennessee Center for Performance Excellence 139

62 Examiners Level 1 Process 1. Independent review of Organizational Profile Use Level 1 Scorebook (not BOSS) Identify key factors Look for linkage to the Criteria categories 2. Consensus review TL assigns category lead and backup Develop specific questions and key education points by category Prepare examples of role-model approaches for your categories 72 Level 1 Process 3. Site Visit Stick to your agenda! Be positive confirm your desire to help them learn and improve Show connections between current practices and the Criteria Point out linkage between processes and results Be prepared to explain a systematic process Forget about your Level 3 and 4 applications Take good notes for your back-up

63 Level 1 Process 4. Document findings including: Key factors Key themes Assessment by category (not by item) Strengths OFIs Observations and recommendations 74 Do Base comments on the Criteria Follow proper comment guidelines for strength and OFI comments Use key factors to develop so what statements that are relevant to the applicant Provide recommendations and help identify the possible next steps Give it the Mom test 75 Tennessee Center for Performance Excellence 141

64 Example: Level 1 + comment + Employee Individual Performance Plans align employee performance with XXX s mission. An annual evaluation and two interim evaluations ensure that employees are achieving goals that drive overall organizational improvement. Kristen Wayne 76 Example: Level 1 OFI Comment Although XXXX has a well deployed employee evaluation process, there is no evidence of succession planning or other developmental plans for potential leaders. Additional focus on learning and development may support the organization s core competency of workforce excellence and development. Jim Keiffer

65 Example: Level 1 Recommendation XXXX may want to consider a S.W.O.T. (strengths, weaknesses, opportunities, and threats) analysis at the department level. This exercise may help senior leadership begin to identify strategic objectives, core competencies, strategic challenges, and strategic advantages specific to the organization. 78 Level 2 Applicant Standard Organizational Profile Maximum 5 pages Application addresses basic item requirements for all 17 items Maximum 15 pages Examiners conduct one day site visit Feedback report addresses overall item requirements 79 Tennessee Center for Performance Excellence 143

66 Easy way in Category 3 Customers Category 1 Leadership Category 2 Strategy Improvement Category 5 Workforce Category 6 Operations Category 4 Measurement, Analysis, & Knowledge Management Category 7 Results 80 Instructions 1. Read the assigned sections of TNCPE s Organizational Profile 2. Identify three key factors that are relevant to your assigned category 3. Prepare for a site visit with: Questions you would ask Education points you would share Recommendations to help TNCPE move forward

67 Assignment Table Category Read 1 1 P.1a, P.1a(2), P.1a(5), P.1b(1) 2 2 P.1a, P.1a(2), P.2 a(2), P.2b 3 3 P.1a, P.1b(2), P.2a(1), P.2a(2) 4 4 P.1a, P.2a(3), P.2c 5 5 P.1a, P.1a(3), P.2b 6 6 P.1a, P.1a(1), P.1a(4), P.1b(3) 7 1 P.1a, P.1a(2), P.1a(5), P.1b(1) 8 2 P.1a, P.1a(2), P.2a(2), P.2b 82 Tennessee Center for Performance Excellence 145

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69 ORGANIZATIONAL PROFILE P.1 ORGANIZATIONAL DESCRIPTION a. Organizational Environment At its core, the non-profit Tennessee Center for Performance Excellence (TNCPE) is an economic development organization. Using the context of an awards program, TNCPE fulfills its mission by providing in-depth, low-cost assessments of regional organizations using the Baldrige Excellence Framework TM. Through a methodology based on the Baldrige Performance Excellence Program, organizations receive detailed feedback that they use to improve their processes and results. As organizations grow and improve, their communities benefit from increased revenue and job opportunities, as well as better education, government, and health care services. Since its inception in 1993, TNCPE has provided assessments and feedback to more than 1,300 applicants from myriad sectors health care, service, education, manufacturing, government, and non-profit. TNCPE trains regional professionals to provide these assessments as members of the Board of Examiners. Most examiners participate in at least three intensive days of training provided by TNCPE. Examiners take the skills developed during training and the assessment process back to their own jobs, benefiting and improving their own organizations in the process. TNCPE furthers its mission through the annual Excellence in Tennessee Conference. This event TENNESSEE CENTER FOR PERFORMANCE EXCELLENCE assembles local and national experts and leaders from world-class organizations who offer training on best practices and organizational improvement tools. During the conference, TNCPE hosts the Excellence in Tennessee Awards Banquet, providing recognition to the organizations that have participated in the program. The conference and banquet are open to the public. The Tennessee Center for Performance Excellence believes education, recognition of significant achievement, and the sharing of winning strategies will help Tennessee corporations and organizations become more competitive on a national and international level. Strong Tennessee businesses, in turn, bring jobs and resources to the state, supporting the people who call Tennessee home. P.1a(1) TNCPE s main product and service offerings are tailored to meet the needs of key customer groups. They are designed and delivered by the workforce, both staff and volunteers (Fig. P.1-1). P.1a(2) TNCPE exists for the purpose of strengthening Tennessee s economy. Its mission is to drive organizational excellence in Tennessee, and its vision is to be the partner of choice in leading Tennessee organizations to world-class performance excellence. TNCPE has identified two core competencies: building loyal relationships with key stakeholders, and operating an effective Award Program. All products and services are tied to these core competencies. Fig. P.1-1 TNCPE Product and Service Offerings Key customer groups Product and service offerings Delivery methods Applicants Value-added feedback documenting strengths and gaps Written feedback report in key processes and results; recognition of Annual Awards banquet achievement through the Award Program; educational Onsite and public workshops workshops and training Press releases Examiners Members State of Tennessee Business community Education and training on how to apply the Baldrige Excellence Framework to an organization s processes and results; development of leadership skills; teamwork training Public recognition for supporting organizational excellence in Tennessee; discounts on application fees, conference registration, and workshops; news about performance excellence in Tennessee and nationally Performance management framework and tools; systematic method to accelerate performance improvement throughout state government; professional development for state employees Improvement tools; professional development through annual conference, workshops, and best-practice sharing Three-day examiner training course Service on a team of examiners Social media and electronic communications Website link; mention in print materials Best practice sharing Quarterly electronic member newsletter Award Program Annual conference and workshops Award Program Examiner training Onsite and public workshops TNCPE website Tiered application structure TNCPE website Annual conference and workshops Tennessee Center for Performance Excellence 147

70 ORGANIZATIONAL PROFILE TENNESSEE CENTER FOR PERFORMANCE EXCELLENCE Fig. P.1-2 TNCPE Culture Mission Vision Values Core Competencies To drive organizational excellence in Tennessee To be the partner of choice in leading Tennessee organizations to world-class performance excellence. Together building a state of excellence! Customer focus, Integrity, Respect, Collaboration, Leadership, Innovation, Excellence, Continuous Improvement Building loyal relationships with key stakeholders; operating an effective Award Program P.1a(3) A small, permanent team of executive and support staff handles day-to-day operations from the office in Nashville. In addition, TNCPE relies on the efforts of diverse and talented experts to realize its mission. These individuals contribute through their work on the TNCPE Board of Examiners, Panel of Judges, and Board of Directors. Member organizations and individuals contribute through monetary or in-kind donations. The paid staff members work as a cohesive team to educate and inform key customers, administer the awards program, and design and deliver programs and services. Their work is aligned with the organization s mission and strategic objectives through annual individual performance objectives and development plans. Three full-time staff members are located in the TNCPE office in Nashville: the President/CEO, the Manager of Administration, and the Marketing and Communications Manager. In addition, TNCPE employs two part-time staff members: an Award Program Manager and an office assistant. Staff benefits include health insurance, paid vacation and sick leave, and matching contributions to a 401(k) retirement plan. The staff is supplemented with contractors who manage specific projects, such as developing and delivering educational workshops. However, the organization s key products and services are delivered through a volunteer Board of Examiners, composed of business leaders from every region of the state. Examiners are responsible for assessing the companies and organizations that apply to the TNCPE Award Program. They develop the valuable feedback reports that applicants use to streamline and improve their organizational systems. Examiners come from all sectors of the region s business and non-profit community. They apply to the board because they are looking for a challenge, and they seek the professional benefits that the training and program offer. In addition, they view their service to TNCPE as an opportunity to play a key role in making Tennessee a better place to live and work. All examiners take part in annual training to learn how to assess the companies that apply to the TNCPE Award Program. They learn how to use the Baldrige framework, conduct the examination process, score applicant organizations, and prepare written feedback comments identifying the applicants strengths and gaps relative to the Baldrige Criteria for Performance Excellence. Benefits of serving on the Board of Examiners include: Low cost training in the Baldrige framework, Hands-on experience that increases value to employers, A chance to contribute to Tennessee s economic well-being, Exposure to best practices, A resume enhancer, Networking and benchmarking opportunities, 2.7 continuing education credits through Tennessee Technological University, A complimentary ticket to the annual Excellence in Tennessee Awards Banquet. Businesses and organizations also benefit when they have a TNCPE examiner on staff. Examiner training empowers employees to apply the framework at their own jobs, improving processes and results along the way. In addition, employers enjoy: Economic growth, as the organization applies the examiners knowledge and experiences, Access to intensive, low-cost professional development for their workforce, More valuable employees, Recognition as an organization that values performance excellence, Access to on-hand experts who can lead internal improvement efforts, Public recognition as a good corporate citizen. The TNCPE workforce is summarized in Fig. P.1-3. P.1a(4) One of TNCPE s member organizations provides pro-bono office space, including furniture. TNCPE s office equipment consists of filing cabinets, three desktop computers, three laptop computers, three desktop printers, and a multi-function printer/copier/scanner/fax machine that is networked to all of the PCs. P.1a(5) As a 501c(3) organization, TNCPE files an IRS Form 990 each year, and the accounting firm of Bellenfant PLLC conducts an annual independent audit. The organization abides by several written policies, including Conflict of Interest policies for the Board of 148

71 ORGANIZATIONAL PROFILE TENNESSEE CENTER FOR PERFORMANCE EXCELLENCE Fig. P.1-3 TNCPE Workforce Workforce Group Description Demographics Board of Examiners Approximately 200 volunteers each year who are trained in the Baldrige framework and the TNCPE assessment process. 53% new; 47% experienced Represent 3 grand divisions of the state Represent key industry sectors Panel of Judges Staff At least seven and not more than eleven individuals who serve staggered three-year terms. Nine judges will serve in Three full-time and two part-time employees, headquartered in Nashville. Occasionally contractors manage specific projects. 33% East TN; 22% Middle TN; 22% West TN; 22% out of state Key industry sector experience 33% female; 66% male Four hold college degrees All are female Examiners, Panel of Judges, staff, contractors, and Board of Directors; and a Whistleblower policy, which was approved by the Board of Directors in Human resource policies are documented in an manual that is updated annually. TNCPE follows the health and safety regulations of its landlord and participates in the landlord s fire drills and emergency safety practices during extreme weather conditions. b. Organizational Relationships P.1b(1) TNCPE is governed by a 24-member Board of Directors made up of senior executives who represent the three grand divisions of the State of Tennessee (west, middle, east) and key industry sectors (health care, education, manufacturing, service, government, nonprofit, and small business). The board is selfgoverned through a documented leadership system and bylaws that are updated as needed. The four board officers make up an Executive Committee. The board chair annually appoints board members to serve on one or more of the following committees: Audit, Finance and Long Range Planning, Governance, Marketing, and Membership. The President/CEO serves as an ex officio member of each board committee with the exception of Audit. The full board meets twice a year: for a strategic planning retreat (August) and the annual meeting to elect officers and approve a budget and program of work for the coming year (December). In addition, the full board holds one-hour teleconference meetings in April, June and October. The President/CEO makes hiring and compensation recommendations to the Executive Committee regarding the other paid staff. The Executive Committee annually reviews the performance of the President/CEO and recommends compensation adjustments to the full board. P.1b(2) Key customer and stakeholder groups and requirements are described in Fig. P.1-4. P.1b(3) TNCPE augments the paid staff through shortterm agreements with qualified contractors to manage specific projects as needed. Typically contractors have served on the Board of Examiners, but this type of experience is not required. Contractors generally work part time in the TNCPE office and part time at home. The organization relies on the national Baldrige Performance Excellence Program for its foundational document (the Baldrige Excellence Framework) and much of its training material. In addition, TNCPE partners with business associations (such as the Tennessee Hospital Association) and other organizations (like the UT Institute for Public Service) to share quality tools and educate business leaders in the Baldrige framework. Local and national experts and leaders from world-class organizations partner with TNCPE to deliver training on best practices and organizational improvement tools at the annual conference and throughout the year. One of the benefits of partnering with experts from outside the state is the ability to share innovations and best practices that can drive improvements and innovation in Tennessee. Suppliers include Emma ( distributor), Geisler Young (web host), Concept Technologies (IT support), Lellyette & Rogers and Lithographics (printing), Sheakley (payroll and 401(k) administration, HR support), Consumer Health Association (health benefits), BOSS (software program used in applicant evaluation process),, graphic designers, and a variety of caterers. Tennessee Center for Performance Excellence 149

72 ORGANIZATIONAL PROFILE TENNESSEE CENTER FOR PERFORMANCE EXCELLENCE Fig. P.1-4 Customer Requirements Customers and Stakeholders Requirements & Expectations Engagement Methods Measurement Tools & Metrics Applicants (A) Examiners (E) Members (M) State of Tennessee (T) Business Community (B) Clear value proposition Gap analysis (A, T, B) Encouragement and support Public recognition Professional development (E) Best practice sharing Regular communication (A, E, M) Sense of belonging to the performance excellence community Examiner program (includes special recognition) Mentoring (E) On-site workshops and presentations Personal contact from Board of Directors Recognition for commitment to performance excellence on website and in printed materials Industry-specific events Speakers Bureau Networking activities Support from TNCPE staff Net Promoter Score (A, E, M) Site visit survey (A, E) End-of-cycle survey (A, E) Team evaluations (E) Training evaluations (A, E) Member survey completed in 2015 (M) Membership numbers and dollars (M) Applicant numbers and progression through program (A, B, T) Number of new/return Examiners (B, E) P.2 ORGANIZATIONAL SITUATION a. Competitive Environment P.2a(1) While some Tennessee businesses operate internal performance excellence programs based on the Baldrige Framework, TNCPE is the only state-wide Baldrige-based program in Tennessee. TNCPE competes for applicants with accreditation and award programs targeted to specific industry sectors (such as the Shingo Award, Joint Commission, and AACSB); however, many organizations find it beneficial to use TNCPE in tandem with other programs. The Baldrige Performance Excellence Program also may be seen as a competitor, as some organizations choose to go directly to the Baldrige program for examiner training and other resources. However, it is more common for companies to use the TNCPE program as a stepping stone to Baldrige. In 2012 the Baldrige program revised its eligibility policy so that now organizations must receive their state s top award before they are eligible to submit a Baldrige application. Other competitors include quality tools such as Lean, Six Sigma, and ISO. TNCPE endeavors to position these competitors as partners: whereas the Baldrige framework identifies gaps in an organization s processes and results, programs such as Lean, Six Sigma, and ISO are effective tools to close the gaps. With its strong reliance on corporate support and a volunteer workforce, TNCPE competes with other nonprofit organizations for corporate dues and sponsorships, as well as volunteer time. P.2a(2) In 2012 the Federal government zeroed out funding for the Baldrige Performance Excellence Program, creating an opportunity for greater collaboration between state Baldrige-based programs like TNCPE and the national program. The TNCPE president was invited to serve on a Baldrige Transition team that created a vision and operating principles for an integrated Baldrige Enterprise. Its members included the Baldrige Performance Excellence Program, Baldrige Foundation, Alliance of state programs, and ASQ. Subteams are working to align programs and processes of the members of the Baldrige Enterprise. As pressure continues to build for health care organizations to trim costs and improve outcomes, TNCPE has seen increased participation from health care applicants, examiners, and members. Participation from the long-term care sector is currently on the rise. TNCPE also has experienced increased participation from several state agencies. This is the result of an effort by the Board of Directors to build positive relationships with state government with a long-term goal of helping Tennessee s governor streamline government and achieve his economic development vision by improving the performance of small businesses. P.2a(3) The Alliance for Performance Excellence (a confederation of state and regional Baldrige-based programs) is TNCPE s key source of comparative data related to financial measures, volunteer recruitment, and applicant satisfaction. Comparing performance to that of other state-wide Baldrige-based programs enables staff to assess TNCPE s effectiveness and identify performance benchmarks and sources of best practice information. In addition, TNCPE is a member of the Center for Nonprofit Management, which provides performance 150

73 ORGANIZATIONAL PROFILE data and shares best practices of other nonprofit organizations in middle Tennessee. b. Strategic Context TNCPE s strategic planning process (SPP) is patterned after the SPP of one of its corporate members. The annual process culminates at the Board of Directors strategic planning retreat, which is held in August. During its 2015 retreat, the Board of Directors completed a SWOT analysis of TNCPE and approved TNCPE s first marketing plan. A summary of the SWOT analysis appears on the following page. TNCPE s 2016 goals are linked to its critical success factors: Relationships and Service GOAL: Develop and pilot a new workshop to help applicants prioritize their TNCPE feedback. GOAL: Revise TNCPE membership benefits to enhance the value of membership. Growth GOAL: Grow the number of applicants by articulating a clear value proposition for the health care and government industry sectors. GOAL: Develop a pre-application diagnostic service for prospective applicants. GOAL: Implement a model to better attract, retain and re-enroll high performing examiners. Financial GOAL: Develop a sustainable business model. Operational GOAL: Manage the Award Program, examiner training, workshops, and conference/banquet to meet annual goals and create goodwill for TNCPE. Board committees and TNCPE staff develop action plans to achieve the organizational goals. Individual staff performance goals are aligned with organizational goals and action plans and approved in the first quarter. TNCPE s strategic advantages include: Strong reputation for o Integrity, o Value-added feedback to applicants, o Excellent professional development for examiners, Influential Board of Directors, Corporate support from the business community, Engaged and high-performance workforce (staff and volunteers), The only state-wide Baldrige-based program in Tennessee, Health care sector and state government interest in the Baldrige framework. TENNESSEE CENTER FOR PERFORMANCE EXCELLENCE TNCPE s strategic challenges include: Lack of awareness of TNCPE and its service offerings, The application process is not easy it takes time, energy and commitment to get results, Volunteer workforce sometimes gets diverted by competing demands from employers, Limited resources; many corporations have reduced funding for nonprofit organizations, Uncertainty regarding the future of the Baldrige Performance Excellence Program. c. Performance Improvement System The TNCPE staff maintains written policies and procedures for key elements of TNCPE s work systems and processes. For example, the Manager of Administration has documented the step-by-step process for administration of both the Award Program and Examiner application, acceptance, and training processes. The Marketing and Communications Manager has documented the timeline and procedures for the annual conference and awards banquet. As a commitment to continuous improvement is one of the TNCPE core values, the organization tracks and analyzes metrics related to key customer and stakeholder groups to identify gaps in performance and opportunities for improvement. Trended data for these metrics are available on site. When the Alliance makes performance data available from other state-wide Baldrige-based programs, TNCPE reviews the data to identify best-in-class performance. The president interviews the directors of those programs to determine improvements that could be adopted in Tennessee. Using the electronic Survey Monkey program, customers are asked for feedback after each TNCPE event and milestone. For example, applicants are surveyed the day after their site visits conclude and after the annual awards banquet. Examiners provide written feedback at the conclusion of the examiner training course and after each stage of service on the Board of Examiners. After a team of examiners submits its final scorebook to the TNCPE office, each member is asked to provide feedback via Survey Monkey to his/her teammates. In addition, after every event, the TNCPE staff meets for an informal debrief to review performance and document improvements for the future. At the beginning of the next cycle, the President/CEO and other staff members review feedback and improvement opportunities that were identified in the previous cycle. This information becomes a key input to design improvements for the coming year. Tennessee Center for Performance Excellence 151

74 152 STRENGTHS Staff and leadership - Experienced CEO with exceptional support network - Great skills/balance on TNCPE staff (3 FTE, 2 PTE) - Experienced, diverse, and influential Board of Directors Strong volunteer workforce (Board of Examiners) - Training process/program - Strength in numbers, skills, etc. - Improving ratio of returning and new examiners Financial stability - Good stewards of money - Significant, long-standing support Robust awards program - Engagement of applicant organizations - Positive feedback from applicants TNCPE s strong reputation (both state and national) Relationship with Tennessee state government Baldrige Brand and the Criteria for Performance Excellence OPPORTUNITIES Simplify marketing message to help business leaders understand how the framework for performance excellence can increase their customers and revenue Proximity to three additional metro areas outside of Nashville Growth - Within state expand customer base Collaboration w/chambers of Commerce & Industry Assoc. Onsite training; non-examiner training Education, nonprofit, state/local government, small business, manufacturing; organizations participating in accreditation - Outside region, state Share examiners with other programs Sell services outside Tennessee Rise of social media and technology - Expand and refresh TNCPE.org Capitalize on current interest from health care, public sectors Understand stakeholder needs and expectations - Organizational development (not limited to applications) - Expanding services, post-application support - Increase value of TNCPE Membership - Explore concept of certification Long-term financial sustainability WEAKNESSES Lack of succession plan for leadership and staff Long-term retention of examiners, competing priorities Lack of branding/awareness, value proposition - Complicated product and marketing message - Not well known in West TN, statewide - Market penetration Limited resources (staff, finances) Limited understanding of customer base - Uncertainty in number of applicants annually - Changing face of Tennessee business - Lack of diversity among applicant organizations - Difficulty clearly articulating value proposition to specific segments Complex application process Insufficient media coverage THREATS Uncertainty of BPEP s future - Idea that Baldrige has run its course - Elimination of federal funding and declining Foundation balance - Potential impact on updates that keep the Criteria relevant Well-known competitive offerings and competing priorities - Consultants, niche industry awards, accreditations and certifications, and recognition programs - Risk of being perceived as just another process improvement tool (Lean, Six Sigma, etc.) Leadership changes among long-time supporters Affordable Care Act - Potential disruptive impact on health care applicants, members, etc. Potential political administration turnover, building relationships - Upcoming election in November, long-term concerns Economic pressures budgets, limited resources

75 Education and Evaluation Process Level 1 1. Review the five-page Organizational Profile. Thoroughly understand the applicant s key business factors including: Organizational environment Organizational relationships Competitive environment Strategic context Performance improvement system 2. Complete your independent review. The TNCPE Level 1 Scorebook is a word document found on the Examiner Resources page of the TNCPE website Using the Level 1 Scorebook: Identify key factors Refer to the sheet entitled Linkage between Organizational Profile and Process Categories Identify potential strengths, OFIs, recommendations, and site visit questions in the seven categories of the Criteria 3. As a team, hold a Consensus meeting prior to the scheduled site visit. (This may be done in person or via teleconference). Use the Baldrige Excellence Builder to plan the key education points and the specific questions for each category. Focus on the basic item requirements. Use the applicant s Organizational Profile to develop specific teaching points and the specific questions you will use to assess current practices. Write down examples of approaches role-model companies use to fulfill Criteria requirements. During the site visit, team members should alternate asking questions and reinforcing educational points. The team leader will determine who will lead each category and who will serve as category back-up. As you create your site visit agenda, keep the four-hour site visit time frame in mind, setting time limits for discussion of each category. The team leader should provide a site visit agenda and representative questions to the applicant at least one week before the site visit. Tennessee Center for Performance Excellence 153

76 4. Conduct the Level 1 site visit using the planned agenda and questions. As noted above, providing the list of questions in advance of the site visit is helpful to the applicant. Make sure the applicant understands that the questions presented in advance are representative of the questions and information that will be covered during the site visit. During the site visit, your category back-up will document the answers to your questions. A Level 1 site visit should be designed to meet the needs of the applicant. The format of a typical site visit is as follows: Introductions Overview of the TNCPE process Overview of the Baldrige Excellence Framework TM Discussion and education with respect to: 1 Leadership 2 Strategy 3 Customers 4 Measurement, Analysis and Knowledge Management 5 Workforce 6 Operations 7 Results Final questions Wrap-up and explanation of the next steps 5. After the site visit, the examining team writes a category-level feedback report. Include an assessment of current practices for each category (strengths and opportunities for improvement). Also include specific observations and/or recommendations. The report should have a positive tone, while recognizing the organization s accomplishments and describing those actions, processes or systems improvements that would be of most benefit

77 6. Within two weeks of the site visit, the team leader should send the Final Scorebook to the TNCPE office, including: Key factors and key themes The assessment by category including strengths, opportunities for improvement, observations and recommendations Remember, your assessment will become the final feedback report that is sent to the applicant. It will be formatted and made uniform in structure and presentation. Although it will be edited, it will not be rewritten. Since this document will be reviewed closely by the applicant for the helpful feedback it contains, be sure all comments are easy to understand, Criteria-based, and linked to the applicant s key factors. Tennessee Center for Performance Excellence 155

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79 1 Leadership Linkage between Org. Profile and Process Categories P.1a(2): What are your stated MISSION, VISION, and VALUES? What are your organization s CORE COMPETENCIES, and what is their relationship to your MISSION? P.1a(5): What is the regulatory environment under which you operate? What are the KEY applicable occupational health and safety regulations; accreditation, certification, or registration requirements; industry standards; and environmental, financial, and product regulations? P.1b(1): What are your organizational structure and GOVERNANCE system? What are the reporting relationships among your GOVERNANCE board, SENIOR LEADERS, and parent organization, as appropriate? 2 Strategy P.1a(2): What are your stated MISSION, VISION, and VALUES? What are your organization s CORE COMPETENCIES, and what is their relationship to your MISSION? P.2b: What are your KEY STRATEGIC CHALLENGES and ADVANTAGES in the areas of business, operations, societal responsibilities, and WORKFORCE? 3 Customers P.1b(2): What are your KEY market SEGMENTS, CUSTOMER groups and STAKEHOLDER groups, as appropriate? What are their KEY requirements and expectations for your products, CUSTOMER support services, and operations? What are the differences in these requirements and expectations among market SEGMENTS, CUSTOMER groups and STAKEHOLDER groups? P.2a(1): What is your competitive position? What are your relative size and growth in your industry or the markets you serve? How many and what types of competitors do you have? P.2a(2): What KEY changes, if any, are affecting your competitive situation, including changes that create opportunities for INNOVATION and collaboration, as appropriate? 4 Measurement, Analysis, and Knowledge Management P.2a(3): What KEY sources of comparative and competitive data are available from within your industry? What are your KEY sources of comparative data are available from outside your industry? What limitations, if any, affect your ability to obtain or use these data? P.2c: What are the KEY elements of your PERFORMANCE improvement system, including your PROCESSES for evaluation and improvement of KEY organizational projects and PROCESSES? 5 Workforce P.1a(3): What is your WORKFORCE profile? What recent changes have you experienced in WORKFORCE composition or your WORKFORCE needs? What are 1) your WORKFORCE or employee groups and SEGMENTS? 2) the educational requirements for different employee groups and SEGMENTS?, and 3) the KEY drivers that engage them in achieving your MISSION and VISION? What are your organized bargaining units (union representation)? What are your organization s special health and safety requirements? 6 Operations P.1a(1): What are your main product offerings? What is the relative importance of each to your success? What mechanisms do you use to deliver your products? P.1a(4): What are your major facilities, technologies, and equipment? P.1b(3): What are your KEY types of suppliers, PARTNERS, and COLLABORATORS? What role do they play 1) in your WORK SYSTEMS, especially in producing and delivering your KEY products and CUSTOMER support services; and 2) in enhancing your competitiveness? What are your KEY mechanisms for two-way communication with suppliers PARTNERS, and COLLABORATORS? What role, if any, do these organizations play in contributing and implementing INNOVATIONS in your organization? What are your KEY supply chain requirements? Tennessee Center for Performance Excellence 157

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81 Intro to Site Visit I know, but he's proud of his town. That s a rare thing these days. Planes, Trains, and Automobiles Examiner Evaluation Cycle Complete Pre work & Training Finalize Feedback Report Independent Review Site Visit Review Consensus Review 84 Tennessee Center for Performance Excellence 159

82 2015 Site Visit Strengths... The examiners were well-prepared and organized. They came to the site visit with a good understanding of our organization as it was presented in our application.... they were thorough and helpful. We also appreciated that they did not use the Baldrige language in asking the questions.... As an organization we have seen instant benefit from our TNCPE site visit. Just simply going through the interview process generated new ideas for us in terms of process improvement and operations management. 85 However: 2015 Site Visit OFIs We did not get the agenda until Friday before our Tuesday/Wednesday site visit, so it was difficult to organize efforts of our program directors locally and regionally who needed to be present. However, I understood from the team lead that there had been some unavoidable circumstances.... It seemed that a lot of the teams questions overlapped throughout the day. My suggestion would be after the team compiles their individual questions to see where there is overlap and eliminate repetitive questions

83 Purpose of a Site Visit To learn more about the applicant Not just to get your questions answered! To clarify OFIs To verify role model strengths To allow the applicant to tell its story To meet the applicant s expectations 87 Site Visit Phases Planning On Site Post Site Visit 88 Tennessee Center for Performance Excellence 161

84 Prior to Planning Phase Begin logistics as soon as teams are formed Dates of availability for team Dates of availability for applicant Travel arrangements Award cycle site visit schedules (recommended) September (Level 2) September (Level 3) October 3 7 (Level 4) 89 Stair Steps to Excellence Level 4 Excellence Level 3 Achievement Level 2 Commitment Level 1 Interest Org Profile Yes Yes Yes Yes Application Focus Org Profile Basic item requirements Overall item requirements Multiple item requirement Max Length 5 pages pages pages pages Site Visit ½ day + ½ day 1 day + 1 day 2 days + 1 day 3 days + 1 day Feedback Focus 7 Categories Overall requirements Multiple requirements Multiple requirements

85 Planning Phase Reread Org Profile/ Key Factors to get grounded Develop site visit questions for assigned Categories Send site visit issues to applicant 1 2 weeks prior to site visit Discuss Site Visit agenda and approach during consensus meeting with team 91 On Site Phase Opening Meeting Category interviews Review of documents Remember, after site visit, it is not clear means you didn t do your job! 92 Tennessee Center for Performance Excellence 163

86 Opening Meeting Introductions are tricky Team Leader presents TNCPE Opening Meeting slides Applicant may have a presentation Come ready to work! 93 Site Visit Interview Tips If the applicant gives examples or anecdotes, ask a follow up question At the end of an interview ask Is there anything else you d like to tell us? Use evaluation factors (A-D-L-I and Le-T-C-I) to guide your questions Interview in pairs: one person conducts the interview and the other takes notes Be committed to be an examiner for the entire site visit

87 Ask open-ended Questions Tell me how it works How often do you do it? Who participates? Walk me through... Show me how... How has it changed? Have you always done it this way? How do you know? (vs. Do you know?) (Be prepared to ask your questions more than one way) 95 Post Site Visit Phase Finalize strengths by Category Finalize OFIs by Category Finalize recommendations by Category Finalize key themes 96 Tennessee Center for Performance Excellence 165

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89 TNCPE Update If you want 1 year of prosperity, grow grain. If you want 10 years of prosperity, grow trees. If you want 100 years of prosperity, grow people. Chinese proverb History of TNCPE 98 Tennessee Center for Performance Excellence 167

90 TNCPE Culture Purpose Mission Vision Values Core Competencies To strengthen Tennessee s economy To drive organizational excellence in Tennessee To be the partner of choice in leading Tennessee organizations to world class performance excellence. Together building a state of excellence! Customer Focus; Integrity; Respect; Collaboration; Leadership; Excellence; Innovation; Continuous Improvement Building loyal relationships with key stakeholders Operating an effective Awards program Highlights Hosted Baldrige Regional Conference (Sept. 25) Successful Excellence in Tennessee Conference (Feb. 23/24) Piloted Prioritizing Feedback workshop Success of on-site Baldrige for Beginners workshops Examiner Training Improvements Webinar training introduced Just-in-Time Site Visit training video revised Smooth transition to electronic Applications Launched website redesign

91 Relationships and Service CSFs and 2016 Goals Pilot a post-application review session with two 2015 applicants. If successful, offer this service for a fee in Revise membership benefits to enhance the value of membership. Communicate to members and prospective members. Growth Grow number of applicants by articulating a clear value proposition for the health care and government industry sectors. Develop pre-application diagnostic service for prospective applicants. Implement a model to better attract, retain, and re-enroll high performing examiners. Financial Develop a sustainable business model. Operations Manage Awards Program, examiner training, workshops, and conference/banquet to meet annual goals and create goodwill for TNCPE 101 TNCPE Results ( ) 1,385 applicants 615,975 Tennessee employees impacted 3,474 examiners trained 311,643 hours of service $31.1 million pro-bono consulting service to Tennessee organizations 102 Tennessee Center for Performance Excellence 169

92 Number of Corporate Members Number of Members by Dues Level $25,000 $15,000 $10,000 $5,000 $2,500 $1,000 $

93 Applicant Satisfaction w/feedback Clarity Timely delivery Value to your organization Applicant Satisfaction w/examiners Professionalism Preparedness Communication Tennessee Center for Performance Excellence 171

94 Applicant Satisfaction Overall Satisfaction with Awards Banquet We plan to participate again Net Promoter Score How likely is it that you would recommend the TNCPE Award Program to others? 0 = not at all likely 10 = extremely likely % of responses at 9 or 10 Minus % of responses at 0-6 = Net Promoter Score Applicant NPS: 64 (2013); 70 (2014); 50 (2015) Examiner NPS: 61 (2013); 71.9 (2014); 69 (2015) Member NPS: 74 (2015)

95 Recruit Applicants Present Awards & Celebrate! Recruit & Train Examiners Edit & Deliver Feedback Reports Overview of TNCPE Award Cycle Receive & Process Applications Judges Determine Award Levels Manage Assessment Process Assign Teams 109 Stair Steps to Excellence Level 4 Excellence Level 3 Achievement Level 2 Commitment Level 1 Interest Org Profile Yes Yes Yes Yes Application Focus Org Profile Basic item requirements Overall item requirements Multiple item requirement Max Length 5 pages pages pages pages Site Visit ½ day + ½ day 1 day + 1 day 2 days + 1 day 3 days + 1 day Feedback Focus 7 Categories Overall requirements Multiple requirements Multiple requirements 110 Tennessee Center for Performance Excellence 173

96 TNCPE Return Applicants Total applicants Lv. 2, 3, 4 # return applicants TNCPE Applicants by Industry Sector Healthcare Education Government Manufacturing Service Nonprofit

97 TNCPE Total Applicants Compared to Other States TNCPE Best in Class State average TNCPE Products and Services Assessment & Awards Program Examiner Training Annual Conference & Awards Banquet Workshops & on-site training Baldrige for Beginners Workshop Application Writing Workshop Prioritizing Feedback Workshop Speakers Bureau Baldrige Express News & information source 114 Tennessee Center for Performance Excellence 175

98 Examiners & Applicants # of examiners # of examiner orgs. # of applicants Board of Examiners Comparison TNCPE Board of Examiners Best in Class total examiners State Average total examiners

99 New vs. Return Examiners First Year Examiners Return Examiners Examiner Development Year 1 Year 2 Year 3 Year 4 Orientation 3 day Training Service on a Team Orientation 3 day Training Service on a Team 3 day Training Service on a Team Scorebook Editor Master Examiner One day of 3 day Training Service on a Team Team Leader 118 Tennessee Center for Performance Excellence 177

100 Roles of the TNCPE Examiner Award Process Independent Review TNCPE Ambassador Speak to groups or arrange a speaker Volunteer Conference Consensus Review Distribute materials Banquet Site Visit Prepare Final Scorebook & SVI Worksheets; Recommend Award levels Participate in Social Media Encourage Examiner and Award applicants Write articles Other duties as required 119 An Examiner Poll What kind of information would you like to see in our examiner newsletter? Tips and tools for your evaluation Personal success stories/networking information Other development opportunities/reading lists Best practices How about on Facebook?

101 Let s Stay Connected! 121 Evaluation of Day 2 + s and s 2 key learnings to share Tomorrow is T-shirt Day! Tennessee Center for Performance Excellence 179