1. Community Coaches Training

2. 2 Introductions Name Company Adjective that best describes you Expectation for training

3. 3 Rules of Engagement How can we make this a successful training course?

4. 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

5. 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.

6. 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

7. 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

8. Levels of Listening Level of ListeningWhat does it look like? Listening for understanding BEYOND the words Listening for understanding Listening for application Listening to agree or disagree Listening to tell MY story Non-listening

9. 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?

11. 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.

12. “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)

13. 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. Commissioner Kisber’s vision for performance excellence in TN communities…

14. 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

15. Goal Alignment Three Star Program asks: Are you doing it? TNCPE asks: Are you doing it effectively?

16. 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

17. 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!

21. Steps on the Journey 1.REDS introduces Coach to Three Star team * 2.Coach introduces basic quality principles & tools 3.Coach facilitates community’s self assessment 4.Coach prepares community for Site Visit 5.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?

22. 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

23. Introductory Meeting 1 hour Step #1 Build rapport & confidence Introduce Criteria framework

24. Introductory Meeting REDS Build rapport Introduce coach to community leaders Build a bridge between Baldrige & community Invite community to overview its successes and challenges COACH 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

25. 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)?

26. 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

27. Is this You? 27

28. 28 Would you rather be here?

29. Long Term Goal! 29

30. 30 Criteria for Performance Excellence: (Easy Way In) Category 3 Stakeholders Category 3 Stakeholders Category 1 Leadership Category 1 Leadership Category 2 Strategic Planning Category 2 Strategic Planning Category 5 Workforce focus Category 5 Workforce focus Category 6 Process Management Category 6 Process Management Category 4 Measurement, Analysis, & Knowledge Management Category 4 Measurement, Analysis, & Knowledge Management Category 7 Results Category 7 Results Improvement

31. Practice Makes Perfect Objective: Practice telling a community success story that links the 7 Categories

32. Quality Training 2-4 hours Step #2 Introduce quality principles and tools; convey the value

33. 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

34. 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

35. 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

36. 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

37. 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)

38. 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

39. 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)

42. Discuss For a community application what groups are included in: Category 3 – Customers, stakeholders and market focus Category 5 – Workforce focus

43. 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

44. 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?

45. 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

46. WHAT? RESULTS are Outputs and outcomes achieved by an organization Results should align with key requirements from stakeholders, customers, processes, and plans

47. 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

48. 48 Basic Gap Analysis QuestionAs IsShould BeVital Few How do you keep stakeholders engaged and enthusiastic about the Three Star program?

49. 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

50. Sample Action Plan Objectives (What will be done) Strategies (How) WhenProcess Owner (Who will do it) MeasuresDesired Outcome

51. 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

52. The Self Assessment 4 hours Step #3 Facilitate thoughtful answers to community profile questions

53. 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

54. 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

55. “In doing anything the first step is the most difficult.” Chinese proverb

56. 56 Basic Gap Analysis QuestionAs IsShould BeVital Few 1.Why is your community participating in the Three Star program? How does the community expect to benefit from participating?

57. 57 Basic Gap Analysis QuestionAs IsShould BeVital Few 2.How does the Three Star program help your community achieve higher levels of excellence and sustainable economic prosperity?

58. 58 Basic Gap Analysis QuestionAs IsShould BeVital 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.

59. 59 Basic Gap Analysis QuestionAs IsShould BeVital Few 4.Who are your key stakeholders for the Three Star program and what are their needs and expectations?

60. 60 Basic Gap Analysis QuestionAs IsShould BeVital Few 5.How do you keep stakeholders engaged and enthusiastic about the Three Star program?

61. 61 Basic Gap Analysis QuestionAs IsShould BeVital Few 6.What are your community’s key strategic challenges and advantages?

62. 62 Basic Gap Analysis QuestionAs IsShould BeVital Few 7.What are the steps your community is taking to fulfill the Three Star program requirements?

63. 63 Basic Gap Analysis QuestionAs IsShould BeVital Few 8.How do community leaders actively demonstrate their commitment and support for the Three Star program (beyond the required resolutions of support)?

64. 64 Basic Gap Analysis QuestionAs IsShould BeVital Few 9.How do you communicate with stakeholders and citizens to ensure their engagement and involvement throughout the Three Star process?

65. 65 Basic Gap Analysis QuestionAs IsShould BeVital Few 10.How do you gather input from community leaders and the general public to incorporate into your strategic plan?

66. 66 Basic Gap Analysis QuestionAs IsShould BeVital Few 11.How do you develop and deploy actions/ tasks to implement the strategic plan?

67. 67 Basic Gap Analysis QuestionAs IsShould BeVital Few 12.How do you monitor and measure the implementation of the strategic plan?

68. 68 Basic Gap Analysis QuestionAs IsShould BeVital Few 13.List the key accomplishments your community has achieved in the past year that relate to your strategic plan.

69. 69 Basic Gap Analysis QuestionAs IsShould BeVital Few 14.What has your community learned from its participation in the Three Star program?

70. 70 Basic Gap Analysis QuestionAs IsShould BeVital Few 15.How will the community sustain the results it has achieved through the Three Star program?

71. 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

72. Sample Action Plan Objectives (What will be done) Strategies (How) WhenProcess Owner (Who will do it) MeasuresDesired Outcome

73. 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

74. 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

75. Preparing for Site Visit 1-2 hours Step #4 Remove fear of the unknown; review backup documents

76. 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

77. 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

78. 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

79. 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

80. 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!

81. Feedback Report 2-3 hours Step #5 Explain anything that is not clear; help prioritize OFIs

82. 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

83. Award Presentation Step #6 Celebrate your accomplishments! Publicize your achievements!

84. TNCPE Awards Banquet Wednesday, Feb. 18, 2009 Franklin Marriott Cool Springs Franklin, TN Commissioner Matt Kisber will present awards to businesses and communities

85. Identifying Next Steps Step #7 It’s a journey, not a destination! Benefits of a Level 2 application

86. 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

87. Basic Gap Analysis 87 ProcessAs IsShould BeVital Few

88. 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

89. Sample Action Plan Objectives (What will be done) Strategies (How) WhenProcess Owner (Who will do it) MeasuresDesired Outcome

90. 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

91. 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.

92. 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)

93. On-line Resources www.TNCPE.org to learn about Tennessee’s quality programwww.TNCPE.org www.ASQ.org to learn about the basics of qualitywww.ASQ.org www.ASQ./government/why- quality/overview.html to learn about government issues and quality toolswww.ASQ./government/why- quality/overview.html

94. 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 contact@tncpe.org E-mail: contact@tncpe.org www.tncpe.org Visit our Web site at www.tncpe.org