ORGANIZING FOR PERFORMANCE: A Systematic Approach for Ensuring Breakthrough Performance for Vocational Rehabilitation Agencies Steven W. Collins, Ph.D. Darlene A.G. Groomes, Ph.D., CRC, LPC Michael T. Shoemaker, M.A., CRC, LVRC Council of State Administrators of Vocational Rehabilitation Spring 2013 Bethesda, Maryland

Purpose and Agenda Purpose To describe a common-sense approach to translating goals into strategic projects so that senior leadership teams can ensure that key projects are completed and fully implemented. Agenda Introduction Definition of terms Connection between organizing for performance excellence and a learning organization Identify consequences when not following a learning approach Review examples of common-sense tools for organizing for performance Conduct interaction activity and prioritize outcomes

Definition of Terms Performance Excellence Breakthrough Improvement Gaps in Performance Strategic Project Management 3

Performance Excellence: The Characteristics of High-Performing Organizations 4 Visionary leadership with a focus on the future and societal responsibility Customer-driven excellence Organizational and personal learning Valuing employees and partners Managing for innovation and agility Management by facts Focus on results and creating value Systems perspective

Repercussions of not Demonstrating High Performance Loss of state and federal funding Increased employee turnover Reduced customer satisfaction Missing opportunities for strategic improvement 5

Performance Excellence Framework

Leadership Components Senior leaders Vision, values, mission Promote & model legal and ethical behavior Create a sustainable organization Communication and organizational performance Governance and Societal Responsibilities Governance system Performance evaluation Legal and regulatory processes, measures, goals Promote and ensure ethical behavior Societal Well-being Community support

Strategic Planning Components 8 Strategy development Strategy development process Strategic objectives, goals, timetables Strategy implementation Action plan development and implementation Resource allocation Workforce plans Performance measures Plan modification Performance projections for short and long-term planning time horizons

FSH Strategic Planning Process

1999 SWOT Data Summary

Tracking Plan Effectiveness Percent of Indicators with “Good News” or “OK for Now”

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Nudge Your Neighbor (KEEP NOTES) Talk with the person on your right about the most meaningful points made so far in the presentation. How are these points applicable to your work. How will you apply the information when you get back into your work setting. 15

16 Plan-At-A-Glance Template Right click on the plan and you can open up the Excel file to edit for your own purposes!

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Nudge Your Neighbor-----Idea Sharing Summarize with the person on your right about the meaningful points you discussed with one another. Together, prioritize these meaningful points on a note card based on how you plan to apply the information when you return to work. Share your number one priority with the larger group. We will record these and them to you within two weeks of the conference. 18

For More Information Steven Collins, Ph.D. (850) Darlene Groomes, Ph.D., CRC, LPC Michael Shoemaker, M.A., CRC, LVRC (801) Summit Group and Rehabilitation Program Evaluation Network website: