Transcript Welcome to 2008 Board of Examiners

Community Coaches
Training
Introductions
•
•
•
•
Name
Company
Adjective that best describes you
Expectation for training
2
Rules of Engagement
How can we make this a
successful training course?
3
Training Objectives
• Understand the role of a coach
• Discuss stages of a community’s
journey to excellence
• Introduce tools
• Practice coaching skills
• Begin to build a TNCPE body of
knowledge
• Meet your expectations
TNCPE Mission
To lead businesses
and other organizations
in the pursuit of
performance excellence,
improving results
and contributing to
the economic vitality
of the region.
Role of a Coach
• Guide a community through the
assessment process
• Introduce quality tools
• Help community complete the
community profile
• Prepare community for site visit
• Help understand the feedback report
• Encourage the next step
6
Characteristics of a Coach
•
•
•
•
•
•
•
Caring
Diplomatic
Good listener
Pragmatic
Thoughtful
Facilitator vs. doer
Positive attitude
•
•
•
•
•
•
Good leader
Communicator
Confident
Experienced
Persistent
Equipped with
necessary tools
Levels of Listening
Level of Listening
Listening for understanding
BEYOND the words
Listening for understanding
Listening for application
Listening to agree or disagree
Listening to tell MY story
Non-listening
What does it look like?
Who Is the Applicant?
•
•
•
•
The county?
The county mayor’s office?
The Chamber of Commerce?
The Joint Economic & Community
Development Board?
• Whoever is responsible for the Three
Star Program in the community?
The Governor’s Three-Star program, which is
administered through the state’s Dept. of
Economic and Community Development, helps
urban and rural communities achieve excellence
in community and economic development.
The program fosters community consensus toward
accomplishing development goals and objectives,
thus creating an environment for businesses and
citizens of Tennessee to profit and succeed.
“In the four years I’ve been ECD commissioner,
I have learned that communities are usually
diligent about compiling strategic plans,
but what separates the successful communities
from the others is their ability
to execute those plans effectively…”
Commissioner Matt Kisber
TN Department of Economic and Community Development (ECD)
Commissioner Kisber’s vision for
performance excellence in TN communities…
TNCPE partners with the Three-Star Program to
provide coaching and feedback to
communities that will help them implement
and improve their strategic plans.
In addition, TNCPE will introduce to
communities quality tools they can use to help
measure and improve their results.
Mission Alignment
Three Star Program
Achieving economic excellence by assisting
communities with essential tools needed for
growth and development
Tennessee Center for Performance Excellence
Leading businesses and other organizations
in the pursuit of performance excellence,
improving results and contributing to the
economic vitality of the region
Goal Alignment
Three Star Program asks:
Are you doing it?
TNCPE asks:
Are you doing it effectively?
Typical community challenges:
•
•
•
•
•
•
Lack of resources
Lack of human capital and volunteers
Lack of leadership
Frequent changes in elected leadership
The 3 P’s: personalities, politics, and power
Every county is different in how it approaches and
addresses its development issues
• Every county benefits from direction, motivation,
community collaboration and goal alignment
Communities will benefit by:
•
•
•
•
•
•
•
Higher satisfaction among stakeholders
Increased efficiency
More effective programs and services
Engaged and knowledgeable employees
Respect of the business community
No out-of-pocket cost
Bragging rights!
TNCPE Level 1 Award Winners and Targets
MACON
SULLIVAN
CLAY
SCOTT
OBION
HENRY
UNION
SMITH
WILSON
DICKSON
PUTNAM
DYER
GIBSON
CLAIBORNE
FENTRESS
TROUSDALE
CARROLL
MORGAN
KNOX
DEKALB
COCKE
WHITE
WILLIAMSON
ROANE
SEVIER
HICKMAN
BLOUNT
WARREN
PERRY
MADISON
MAURY
LEWIS
TIPTON
WAYNE
FAYETTE
GILES
HARDIN
LINCOLN
FRANKLIN
Level 1 Awards
Level 1 Targets
Level 2 Targets
2 – Obion Co. –
8 – Bradley Co. – Doug Brock, Coach
10 – Sullivan Co. – April Eads, Coach;
Mike Browder & Andy Czuchry,
Mentors
10 – Washington Co. – Tamera Fields,
Coach; Dennis Vonderfecht & Andy
Czuchry, Mentors
MARION
POLK
Level 1 Targets
1 – Lauderdale Co. – Greg Orman, Coach
2 – Gibson Co. – Sam Turner, Coach
3 – McNairy Co. – ???
4 – Franklin Co. ??? – Kelley Molavi, Coach
5 – Cheatham Co. – Joan Thomas, Coach
5 – Maury Co. – Greer Eleazer, Coach
6 – Rutherford Co. – Susan Herrington, Coach (tentative)
6 – Sumner Co. – Jim Keiffer, Coach
7 – Cumberland Co. – Vivian Thompson, Coach
7 – Overton Co. – Bill Pardue, Coach
8 – Rhea Co. ??? – Sue Sayre, Coach
9 – Anderson Co. – Angela Barnard, Coach; Jan McNally, Mentor
9 – Roane Co. – Mary Anne Koltowich, Coach
10 – Greene Co. – Jim Hill, Coach
10 – Hawkins Co. – Deborah Wilkinson , Coach (tentative)
Steps on the Journey
1.
2.
3.
4.
5.
REDS introduces Coach to Three Star team *
Coach introduces basic quality principles & tools
Coach facilitates community’s self assessment
Coach prepares community for Site Visit
Coach helps community understand Feedback
Report and target improvements
6. Community receives award
7. Coach helps identify next steps on the journey
* Does community need to form a Three Star team?
Who should be involved?
Collaborate
REDS
– Sends community’s strategic plan to Coach
– Explains benefits to community leaders
– Provides Coach with background information
on community and community leaders (and
identifies “land mines”)
Coach
– Provides expertise and knowledge about
performance improvement
– Partners with REDS to develop and
implement a coaching plan
Introductory Meeting
1 hour
Step #1
Build rapport & confidence
Introduce Criteria framework
Introductory Meeting
REDS
COACH
• Build rapport
• Introduce coach to
community leaders
• Build a bridge
between Baldrige &
community
• Invite community to
overview its
successes and
challenges
• Listen!
• Describe benefits of
participation
• Link community’s story
to 7 Criteria Categories
• Identify one gap the
assessment process
will help close
• Describe steps
of the process
Benefits of Participation
Answer in your own words:
How will a community benefit from
participating in the TNCPE process
(completing a self assessment, hosting a
site visit and receiving a feedback
report)?
Introductory Meeting Tips
• Jointly prepare an agenda
• Prepare talking points – KISS
• Practice linking a community
example to the 7 Categories
• Be positive!
• Key point: “this is not something
new…you’re already doing this”
• Use examples to illustrate your
points
Is this You?
27
Would you rather be here?
28
Long Term Goal!
29
Criteria for Performance Excellence:
(Easy Way In)
Category 3
Stakeholders
Category 1
Leadership
Category 2
Strategic Planning
Category 5
Workforce focus
Improvement
Category 6
Process Management
Category 4
Measurement, Analysis, &
Knowledge Management
Category 7
Results
30
Practice Makes Perfect
Objective:
Practice telling a community success
story that links the 7 Categories
Quality Training
2-4 hours
Step #2
Introduce quality principles and
tools; convey the value
Notes
• Quality training may be combined with the
introductory meeting if the community is
already committed to participating.
• If key community leaders participate in
both the quality training AND self
assessment sessions, this will meet
Three Star requirements for:
– The county’s strategic planning session
– Annual training/education session for city
and county mayors
Training Objectives
For participants to understand:
•
•
•
•
•
Benefits of performance improvement
Basic Gap Analysis
Action Plan development
Prioritizing the “Vital Few” items
Linkage between work they are already
doing and the 7 Criteria Categories
• TNCPE process
• Where to go for basic resources
Continuous Improvement …
“… is an ongoing effort to improve
products, services or processes.
These efforts can seek ‘incremental’
improvement over time or
‘breakthrough’ improvement all at
once.”
ASQ Learning About Quality
35
City of Coral Springs, FL
• First city in the U.S. to win Baldrige
National Quality Award (2007)
• Started the “journey” in 1993 by
using 7 Criteria Categories to:
– Embed quality principles, practices
and tools
– Measure citizen/stakeholder
expectations and requirements
– Design performance-based incentives
– Develop cycles of learning
City of Coral Springs, FL
Results
• Residents’ satisfaction with city services
in mid to upper 90s since 1999
• Business satisfaction from 76% (2004)
to 97% (2008)
• Employee satisfaction more than 90%
for the past 10 years
• 93% of employees agree the City is
“highly ethical”
• Employee turnover dropped from
7.5% (1997) to 4.5% (2006)
City of Coral Springs, FL
Results
• Lowest crime rate in the state; fourth
lowest crime rate in the nation
• AAA credit rating from Moody’s, S&P
and Fitch for the past 7 years
• Named “one of the best places to live”
by Money magazine in 2006
• Strategic planning process cited as a
“best practice” by American
Productivity & Quality Center
City of Coral Springs, FL
Recognition
• Sterling Award in 1997 and 2003
(Florida’s highest honor for organizational
performance & management excellence)
• Distinguished Budget award from
Government Financial Officers
Association (for 16 years)
• Zero findings on external audits (for 11
years)
• First governmental non-profit to win
Malcolm Baldrige Quality Award (2007)
Discuss
For a community application what
groups are included in:
• Category 3 – Customers,
stakeholders and market focus
• Category 5 – Workforce focus
Community Profile
(sample questions)
• Who are your key stakeholders for
the Three Star program?
• What are their needs and
expectations?
• How do you keep stakeholders
engaged and enthusiastic about the
Three Star program?
43
Stakeholders
• Define “stakeholder” –
(all groups that might be affected by your
community’s actions and success)
• On a flip chart, brainstorm:
– Who are the key Stakeholders for the
Three Star program in your
community?
– What are their needs and
expectations?
HOW?
PROCESSES are
• Linked activities that produce a
product or service
• Systematic processes are
well-ordered, repeatable, and use
data and information so learning is
possible
WHAT?
RESULTS are
• Outputs and outcomes achieved by
an organization
• Results should align with key
requirements from stakeholders,
customers, processes, and plans
Basic Gap Analysis
• As Is – how do we do it now? *
• Should Be – what is the most
effective way to do it?
• Vital Few – doing these few things
will help us move from “As Is” to
“Should Be”
* Pay attention to how we “used to” do it – this may
demonstrate a cycle of improvement
47
Basic Gap Analysis
Question
As Is
Should Be
Vital Few
How do you keep
stakeholders engaged
and enthusiastic about
the Three Star program?
48
Next Step: Close the Gap
• What will be done?
• How will it be done?
– Strategies
– Processes
•
•
•
•
When?
By whom?
How will we measure progress?
Desired outcomes
49
Sample Action Plan
Objectives Strategies
(What will be done)
(How)
When
Process
Owner
(Who will do it)
Measures
Desired
Outcome
Cycles of Improvement
• PLAN: identify an opportunity and plan for
change
• DO: implement the change on a small scale
• CHECK: use data to analyze the results of the
change and determine whether it made a
difference
• ACT: if the change was successful, implement it
on a wider scale and continuously assess your
results. If the change did not work, begin the
cycle again.
51
The Self Assessment
4 hours
Step #3
Facilitate thoughtful answers to
community profile questions
Level 1 Applicants
• Remember: for many, it is a BIG STEP to
complete the Organizational Profile and
apply
• In general, Level 1 applicants:
– Have few personnel and limited resources
– Are not familiar with the Criteria or its
terminology
– May be overwhelmed by the amount of
information in the feedback report…
53
Agenda
• Facilitate self assessment using
questions in the community profile
• Use follow up questions and prompts
to ensure thoughtful answers
• Identify a few gaps that can be closed
immediately (this confirms the value of
self assessment)
• Continue to link work to 7 Categories
• Overview process for submitting the
application
“In doing anything the first
step is the most difficult.”
Chinese proverb
Basic Gap Analysis
Question
As Is
Should Be
Vital Few
1. Why is your community
participating in the
Three Star program?
How does the
community expect to
benefit from
participating?
56
Basic Gap Analysis
Question
As Is
Should Be
Vital Few
2. How does the Three
Star program help your
community achieve
higher levels of
excellence and
sustainable economic
prosperity?
57
Basic Gap Analysis
Question
As Is
Should Be
Vital Few
3. Who is responsible for
owning and monitoring
the Three Star program
for your community?
This is the person or
group of people
responsible for making
sure Three Star
program efforts such
as creating a strategic
plan are completed.
Describe why this
individual and/or group
was given this
responsibility.
58
Basic Gap Analysis
Question
As Is
Should Be
Vital Few
4. Who are your key
stakeholders for the
Three Star program and
what are their needs
and expectations?
59
Basic Gap Analysis
Question
As Is
Should Be
Vital Few
5. How do you keep
stakeholders engaged
and enthusiastic about
the Three Star
program?
60
Basic Gap Analysis
Question
As Is
Should Be
Vital Few
6. What are your
community’s key
strategic challenges
and advantages?
61
Basic Gap Analysis
Question
As Is
Should Be
Vital Few
7. What are the steps your
community is taking to
fulfill the Three Star
program requirements?
62
Basic Gap Analysis
Question
As Is
Should Be
Vital Few
8. How do community
leaders actively
demonstrate their
commitment and
support for the Three
Star program (beyond
the required
resolutions of
support)?
63
Basic Gap Analysis
Question
As Is
Should Be
Vital Few
9. How do you
communicate with
stakeholders and
citizens to ensure their
engagement and
involvement
throughout the Three
Star process?
64
Basic Gap Analysis
Question
As Is
Should Be
Vital Few
10. How do you gather
input from community
leaders and the general
public to incorporate
into your strategic
plan?
65
Basic Gap Analysis
Question
As Is
Should Be
Vital Few
11. How do you develop
and deploy actions/
tasks to implement the
strategic plan?
66
Basic Gap Analysis
Question
As Is
Should Be
Vital Few
12. How do you monitor
and measure the
implementation of the
strategic plan?
67
Basic Gap Analysis
Question
As Is
Should Be
Vital Few
13. List the key
accomplishments your
community has
achieved in the past
year that relate to your
strategic plan.
68
Basic Gap Analysis
Question
As Is
Should Be
Vital Few
14. What has your
community learned
from its participation in
the Three Star
program?
69
Basic Gap Analysis
Question
As Is
Should Be
Vital Few
15. How will the community
sustain the results it
has achieved through
the Three Star
program?
70
Next Step: Close the Gap
• What will be done?
• How will it be done?
– Strategies
– Process
•
•
•
•
When?
By whom?
How will we measure progress?
Desired outcomes
71
Sample Action Plan
Objectives Strategies
(What will be done)
(How)
When
Process
Owner
(Who will do it)
Measures
Desired
Outcome
Cycles of Improvement
• PLAN: identify an opportunity and plan for
change
• DO: implement the change on a small scale
• CHECK: use data to analyze the results of the
change and determine whether it made a
difference
• ACT: if the change was successful, implement it
on a wider scale and continuously assess your
results. If the change did not work, begin the
cycle again.
73
Process Overview
• Complete self assessment
• Send to TNCPE 10 copies of:
– Community profile
– Application form
– Community strategic plan
• TNCPE assigns examiner team
• Team leader contacts community to
schedule half-day site visit
Preparing for Site Visit
1-2 hours
Step #4
Remove fear of the unknown;
review backup documents
Overview of Site Visit
• Team leader calls “official contact” to set
date for site visit
• Team leader sends agenda one week in
advance
• Site Visit is approximately four hours
– Team wants to learn more about your
community
– Team will provide basic quality education
• Tell the team how you really do things!
They are there to help you improve.
76
Examiners are…
• Experienced in management processes and
results
• Knowledgeable in quality practices and
improvement strategies
• Trained in a 3-day in-depth preparation
course
• Dedicated volunteers
• “Stranger in a Strange Land”
– Do not know your organization or its culture
– What may be obvious to you is not
necessarily obvious to an examiner
77
Site Visit Preparation
Between completing the application and
hosting the site visit:
• Begin to address the “low hanging fruit”
• Build enthusiasm for taking steps to improve
your community
• Share the application with community leaders
• Prepare to answer Examiners’ questions
• Prepare/collect site visit information and material
to share with Examiners
• Link information and material to 7 Categories
Examiners will…
•
•
•
•
•
•
•
Focus on the 7 Categories
Ask a lot of questions
Answer your questions
Take a lot of notes
Review data and information
Make recommendations
Act in a professional and responsible
manner
• Respect the value of information
shared on-site
After the Site Visit
• Debrief with your team and document
lessons learned
• From the self-assessment and the results
of the debriefing:
– Identify “critical” opportunities for improvement
linked to the 7 Categories
– Develop an action plan
– Implement the changes and measure results
– Document your efforts for the next application
• Celebrate!
Feedback Report
2-3 hours
Step #5
Explain anything that is not clear;
help prioritize OFIs
Feedback Report
• What have we learned so far?
• Read feedback report
– Are comments accurate?
– Do comments address what’s important?
– What actions will we take?
• Coaching to the next level linked to the
7 Criteria Categories
• Publicize your participation!
82
Award Presentation
Step #6
Celebrate your accomplishments!
Publicize your achievements!
TNCPE Awards Banquet
Wednesday, Feb. 18, 2009
Franklin Marriott Cool Springs
Franklin, TN
Commissioner Matt Kisber
will present awards
to businesses and communities
Identifying Next Steps
Step #7
It’s a journey, not a destination!
Benefits of a Level 2 application
Next Steps
• Help build a TNCPE body of knowledge
• Help applicant understand: What have we
learned so far?
– Self assessment
– Site Visit
– Feedback report
• Coach applicant to the next level (Level 2)
– Identify “critical” opportunities for improvement
linked to the 7 Criteria Categories
– Develop an action plan
– Implement changes & measure results
86
Basic Gap Analysis
Process
As Is
Should Be
Vital Few
87
Next Step: Close the Gap
• What will be done?
• How will it be done?
– Strategies
– Process
•
•
•
•
When?
By whom?
How will we measure progress?
Desired outcomes
88
Sample Action Plan
Objectives Strategies
(What will be done)
(How)
When
Process
Owner
(Who will do it)
Measures
Desired
Outcome
Cycles of Improvement
• PLAN: identify an opportunity and plan for
change
• DO: implement the change on a small scale
• CHECK: use data to analyze the results of the
change and determine whether it made a
difference
• ACT: if the change was successful, implement it
on a wider scale and continuously assess your
results. If the change did not work, begin the
cycle again.
90
Performance Metrics
In general this is an area of
opportunity for Three Star
communities – we will develop some
tools to support coaching in this area.
Resources
• Call your coach
• Read a book
– The Pocket Guide to the Baldrige
Award Criteria by Mark Graham Brown
• Apply to be an Examiner
• Attend the Excellence in Tennessee
Conference (Feb. 17-19, 2009)
On-line Resources
• www.TNCPE.org to learn about
Tennessee’s quality program
• www.ASQ.org to learn about the
basics of quality
• www.ASQ./government/whyquality/overview.html to learn about
government issues and quality tools
For More Information
Katie Rawls, President & CEO
Tennessee Center for Performance
Excellence
2525 Perimeter Place Drive, Suite 122
Nashville, Tennessee 37214
Phone: 615-889-8323
or 800-453-6474
E-mail: [email protected]
Visit our Web site at www.tncpe.org