2. 2008 ONE Award Examiner Training May 2008

3. ONE Award Today’s session is sponsored by:

4. ONE Award Presenting Sponsors

5. ONE Award Gold Sponsors

6. ONE Award The ONE Award is aimed at recognizing best practices in non-profit organizations. We seek to identify, promote and reward our region’s Organizations of Noteworthy Excellence

7. ONE Award Agenda Overview & Process Roles, Responsibilities & Expectations Criteria, 2008 Criteria Changes Reviewing and Analyzing the Application Independent Review Consensus Process Site Visit Process Overview Questions & Comments

8. ONE Award Timetable Applications Due – May 23 at 5:00 PM Applications Distributed - May 28 Consensus Review Due – June 23 Site Visit Selection – July 8 Site Visit Training – July 11 or 14 Site Visits Conducted - July 21- August 1 Site Visit Reports Due - August 15

9. ONE Award Timetable (cont.) Finalists & Winners Determined – late August Finalists Announced – early September 7 Award Presentation Luncheon – Oct. 22 Feedback Reports Sent - October 31

10. ONE Award Key Roles & Responsibilities Examiners Selectors Award Team Sponsors

11. ONE Award Examiner Standards Confidentiality Conflict of Interest Code of Ethical Conduct Signed Statement Required

12. ONE Award Understanding the Criteria Organizational Profile, 4 Categories “What” (Approach) questions “How” (Deployment) questions Objective Non-Prescriptive Weighted Emphasis on Results

13. ONE Award Understanding the Criteria Organizational Profile Sets the parameters for examiner review 1. Key Characteristics –Purpose, Vision, Mission, Values –Programs, Services, Customers, Workforce Profile –Regulations, Governance, Certification

14. ONE Award Understanding the Criteria 2. Competitive Environment –Numbers and types, competitive success factors Strategic Challenges and Advantages –Mission related, Operations, HR

15. ONE Award Understanding the Criteria Category 1 - People (150 points) Leadership, Learning & Motivation Category 2 - Principles (200 points) Customer Focus, Governance & Social Responsibility Category 3 - Process (200 points) Strategic & Operational Planning, Knowledge Management, Process Management

16. ONE Award Understanding the Criteria Performance Category 1. People Results (100 points) Employee/Volunteer Satisfaction, Learning & Development 2. Principles Results (250 points) Product/Service Performance, Financial & Market, Governance, Social Responsibility 3. Process Results (100 points) Operational Performance, Accomplishment of Strategy & Action Plans

17. ONE Award Reviewing Smaller Organizations Size does not affect criteria applicability Size does provide context (calibrate your expectations) Systems likely to be less formal Don’t have the people or resources to dedicate to all areas in same way as others Good governance still an imperative Ethical behavior is a significant requirement

18. ONE Award 2008 Criteria Changes Italicized in criteria Organizational Profile –Key Performance Indicators –Workforce Profile – key segments and their requirements/expectations –Strategic Challenges/Advantages –Core Competencies

19. ONE Award 2008 Criteria Changes Category 1 - People –1.1 c – Senior leaders communication –1.1 e – Organizational improvement, focus on mission and goals, organizational learning –1.3 c – Evaluating training needs

20. ONE Award 2008 Criteria Changes Category 2 - Principles –2.1 a – Use of voice of the customer to understand customers’ changing needs –2.1 c – Reviewing listening and learning methods to meet changing needs –2.2 b – Ensuring that customer access mechanisms meet customers’ needs –2.4 b – Evaluation and improvement of governance system – staff and Board, individually and collectively

21. ONE Award 2008 Criteria Changes Category 3 - Process –3.1 d – Strategic objectives – address strategic advantages and challenges –3.2 b – Tracking progress on action plans –3.3 a – Determining resources needed to complete action plans –3.3 c – Emergency/disaster preparation –3.4 d – Driving process improvement, engaging workforce members in the process

22. ONE Award 2008 Criteria Changes Category 3 - Process (cont.) –3.6 a – Determining core competencies, relationship to creating value for customers –3.6 b,c – Old 3.7 (2007) combined into 3.6 Key work processes for creating value, contributing to success and sustainability, supporting value creation –3.6 d – Process performance measurement

23. ONE Award 2008 Criteria Changes Category 4 – Performance –4.7 a – Process performance – key work processes for creating customer value and support processes

24. ONE Award Independent Review

25. ONE Award Key Factors Worksheet Provides the context for individual review What do they do? Who are their customers? Who is their workforce? What are the key factors (internally and externally) for the organization? Key performance indicators Core competencies, challenges, advantages

26. ONE Award Key Factors Worksheet - Sample Key Characteristics –Provides mental health counseling to youth/adults in 9 local clinics in 3 county area –Key customers include youth under 17 years old and their parents/guardians – requirements include transportation, quick access to service, confidentiality, collaborative approach with parents –Key performance indicators – lives successfully impacted, customer satisfaction, retention through course of treatment, funder loyalty –9 member Board, rotating 3 year term, 10 employees, 15 regular clerical volunteers, 300 event volunteers –Key funders, regulators include…

27. ONE Award Key Factors Worksheet - Sample Competitive Environment –Competitive success depends upon easy access to services and ability to operate efficiently –Competes with private practitioners as well as 3 other local agencies who offer similar services –Competes for funding with numerous small and large local and regional agencies –Competes with more lucrative private practices for qualified, passionate staff –Competes with community service agencies for volunteers

28. ONE Award Key Factors Worksheet - Sample Organizational and Strategic Challenges, Advantages, Core Competencies –Core competencies – individualized counseling approaches, customer service –Changing requirements from funders place greater demands on employees –Highly competitive market for qualified counselors –IT systems make information access difficult –Potential county budget cuts threaten survival

29. ONE Award Reviewing the Application Dual customer - applicant and selectors Bring your knowledge Not an audit No advice-giving permitted Review the Criteria Review the Glossary of Key Terms Read the Application completely Complete the Key Factors Worksheet

30. ONE Award Reviewing the Application Approach – Deployment – Results Approach – methods used to address criteria requirements Deployment – the extent to which the approach is implemented Results – outcomes achieved related to criteria requirements

31. ONE Award Reviewing the Application Tips for Effective Application Review –Keep the applicant’s Key Factors in mind –Remember the size of the applicant –Don’t assume anything, but give the… –Benefit of the doubt –The applicant wants developmental feedback –Don’t block a winner too soon

32. ONE Award Preparing Item Worksheets Item 1.1 - How do senior leaders lead? Key ProcessEvidence of systematic approachEvidence of deploymentEvidence of systematic process improvement Setting Vision and Values Encouraging Frank Two-Way Communication Senior Leaders – Communicating Key Decisions Promoting an Environment of Legal and Ethical Behavior Creating a Sustainable Organization

33. ONE Award Preparing Item Worksheets Item 1.1 - How do senior leaders lead? Key ProcessEvidence of systematic approachEvidence of deploymentEvidence of systematic process improvement Setting Vision and Values + Reviewed and revised by Board - No indication of timing for review + Posted throughout office + Shared at staff meetings - Not clear how Vision and Values shared with volunteers - No evidence of process review or revision/improvement Encouraging Frank Two-Way Communication + Forums held with employees and volunteers + Informal walk-around process, open door policy + Forums held four times per year for employees + Annual volunteer forum - Not clear when walk-arounds are conducted or by whom + Feedback collected for improvement at forums - Not clear how feedback used -No evidence of overall review of communications methods Senior Leaders – Communicating Key Decisions + Call ”all organization” meetings as required - Not clear how volunteers are included + Feedback on communication effectiveness in workforce satisfaction survey Promoting an Environment of Legal and Ethical Behavior + Values include commitment to ethics - Ethical standards not indicated -No process to share expectations or reinforce - No indication of sharing expectations to new volunteers - No evidence of review of approach to promoting desired environment Creating a Sustainable Organization Sustainability factors are reviewed yearly with Board + Leaders attend futurists conference + Leaders meet with employees 2 times each year to discuss key issues - No evidence of process to review and improve approach to identify and communicate sustainability factors

34. ONE Award Scoring Item Worksheets Item 1.1 - Scoring (place an “X” beneath the most appropriate scoring band for both Approach and Deployment) 0-5%10-25%30-45%50-65%70-85%90-100% ApproachNot addressedNo systematic approach, information is anecdotal A systematic approach is evident that responds to most of the basic Category requirements A systematic approach is evident that responds to all requirements of the Category A mature, effective, systematic approach that responds to all of the requirements of the Category A mature, effective, systematic approach is evident that is of national role model quality X DeploymentNo deployment is evident Early stages of deployment The approach is deployed in most areas The approach is fully deployed with very few gaps The approach is fully deployed with no gaps The approach is fully deployed and has no gaps or weaknesses in any areas X

35. ONE Award Scoring – Categories 1-3 Category 1 - Scoring (place an “X” beneath the most appropriate scoring band and choose a percentage score within the band that ends with either 0 or 5) 0-5%10-25%30-45%50-65%70-85%90-100% Approach/ Deployment Not addressed, no deployment is evident No systematic approach, information is anecdotal. Early stages of deployment A systematic approach is evident that responds to most of the basic Category requirements. The approach is deployed in most areas A systematic approach is evident that responds to all requirements of the Category. The approach is fully deployed with very few gaps A mature, effective, systematic approach that responds to all of the requirements of the Category. The approach is fully deployed with no gaps A mature, effective, systematic approach is evident that is of national role model quality. The approach is fully deployed and has no gaps or weaknesses in any areas X Score for Category 1 - 45% x 150 = 68 points

36. ONE Award Preparing Results Worksheets Item 4.1 – What are your human resource results? Key Measurement Areas Key Results Provided/Not Provided Performance Levels Performance Trends Comparative Performance Indicators of Employee and Volunteers Well- Being, Satisfaction and Dissatisfaction + Employee sat. + Employee engagement index - Results not provided for volunteer satisfaction +/- Employee sat. at 4.5 out of 5 + 80% of employees engaged in mission – 1st year measured -Sat. level of 4.5 is constant for past 4 years - Employee sat. based on survey response rate of 15% + Ranks in upper 25% of similar organizations for employee satisfaction - Response rate for similar organizations is 65% Indicators of Employee/Volunteer Learning and Development + Training hours + Conferences attended + Certifications achieved + 800 hours in 2006 + 6 people attended 8 conferences + 2 employees attained certifications -Training hours per employee/key volunteers declined each of past 3 years - Lowest level in 5 years - No comparative data provided for any measure

37. ONE Award Scoring Results Worksheets 0-5%10-25%30-45%50-65%70-85%90-100% Performance Levels No performance results or poor performance A few results are reported with some good performance in a few results Good performance levels are reported in many results areas Good performance levels are reported for most results areas Good to excellent performance results are reported in most results areas Excellent, role model performance results are reported in all results areas X Performance Trends No trend data are provided or trends are adverse Little trend data are reported and some trends are adverse Early stages of developing trends are evident No adverse trends exist, no poor performance levels exist for key performance areas Most strong performance and improvement in performance levels are sustained over time Excellent improvement trends and consistently excellent performance are reported in most results areas X Performance Comparisons Comparative information is not provided Little comparative information is provided Early stages of obtaining comparative information are evident Some trends and/or current performance levels show good to very good relative performance Many to most reported trends and current performance levels show areas of leadership and very good relative performance Evidence of benchmark leadership is demonstrated in most areas X Overall Score0-5%10-25%30-45%50-65%70-85%90-100% Item 4.1

38. ONE Award Scoring – Category 4 Scoring Band for People Results – Item 4.1 Overall Score** 0-5%10-25%30-45%50-65%70-85%90-100% X **(place an “X” beneath the most appropriate scoring band and choose a percentage score within the band that ends with either 0 or 5) People Results - Score for Item 4.1 - 50% x 250 = 125 points

39. ONE Award Consensus Process

40. ONE Award Consensus Process Work in teams Review worksheets Develop feedback ready comments based on worksheets Score Categories 1-3 and Items 4.1 through 4.7 One scorebook – team score Submit final feedback report – comments and scores by June 23

41. ONE Award Developing Comments Strengths Opportunities for Improvement (OFIs) Criteria-based Key factor related Complete thoughts, complete sentences Actionable, but not prescriptive

42. ONE Award Writing Comments 1-3 sentences per comment The applicant is known as “the applicant” State in a factual manner Make sure comments don’t contradict other area comments Don’t comment on how the application is presented or written Useful to applicant and selectors

43. ONE Award Writing Comments Comment Format –Strengths first, followed by OFIs –Refer to item area – 1.1, 2.4. 3.2, 4.3, etc. –Don’t use “would,” “should” or “could” –Professional, polite, positive tone

44. ONE Award Developing Comments Based on independent review worksheets Categories 1-3 – most important 4-6 comments per Category Strengths and Opportunities for Improvement Possible Comment Areas –Approach or deployment strength –Potential role model practice (very important, extremely rare!) –Gap in approach and/or deployment relative to criteria requirements –No response to key factor in the Org. Profile –Example (storytelling) rather than system

45. ONE Award Developing Comments Based on worksheets – strengths and OFIs 4-6 comments for Item 4.1 (People) 6-8 comments on Items 4.2 to 4.6 (Principles) 4-6 comments for Item 4.7 (Process) Possible Comment Areas –Favorable/unfavorable performance level and/or trends –Favorable/unfavorable performance in areas that are key to the organization –Absence of results, comparative data –Favorable/unfavorable comparative performance

46. ONE Award Sample Comments Strength Comment Item 1.1 – The applicant’s senior leaders and Board set and review organizational vision, mission and values as a component of the annual Strategic Planning Process. Many different communications methods, including the organizational newsletters and monthly staff meetings, are used on an ongoing basis to make sure that these are well understood by all employees and volunteers.

47. ONE Award Sample Comments Strength Comment Item 2.4 – The applicant ensures fiscal accountability throughout the organization through a series of periodic internal audits conducted by key staff as well as an annual independent financial audit. Audit results are reviewed within 10 days of receipt basis by senior leaders, and the Board reviews these results as part of each quarterly meeting.

48. ONE Award Sample Comments Strength Comment Item 3.6 – The applicant reviews its core competencies – Service Delivery and Service Design – during the Strategic Planning process and relies on these competencies to strengthen its 3 key service processes – needs assessment, collaborative service design and care delivery. These processes are improved annually utilizing input from customers, employees, volunteers and other key stakeholders, as well as data developed from customer feedback instruments.

49. ONE Award Sample Comments Strength Comment - Performance Item 4.1 – The results of the applicant’s annual workforce satisfaction survey indicate that overall employee satisfaction (those giving a score of “5” on a scale of 1 to 5) has increased from 41% in 2003 to 68% in 2007. Satisfaction among volunteers, who play a key role in the applicant’s service delivery process, has risen from 75% to 82% (scores of “5”) in that same time frame.

50. ONE Award Sample Comments Strength Comment - Performance Item 4.4 – The applicant has reduced dependency on government funding through increased donations and other forms of private support as a source of revenue, addressing a key strategic challenge for the applicant. Private support has risen from 15% of its annual revenue in 2003 to almost 40% in 2007, while growing overall revenue by 30% in that same time period.

51. ONE Award Sample Comments Strength Comment - Performance Item 4.7 – The applicant has reduced the time it takes to complete the monthly closing of its books from 19 days in 2003 to 9 days in 2007, enabling senior leaders access to key decision data on a more timely basis.

52. ONE Award Sample Comments OFI Comment Item 1.3 – It is not clear what system or approach, if any, the applicant uses to ensure that knowledge that has been accumulated by long term employees and volunteers is transferred to other employees during their tenure or prior to the potential departure of such knowledgeable workforce members.

53. ONE Award Sample Comments OFI Comment Item 2.3 – While the applicant expresses that its customers are satisfied, and indicates that its has received numerous letters from satisfied customers, it is not clear what systematic approach the applicant uses to determine the satisfaction of its customers with its services provided on an ongoing basis or how the applicant gathers data on customer experiences to develop actionable data on which to base improvement efforts.

54. ONE Award Sample Comments OFI Comment Item 3.4 – While the applicant indicates that it conducts monthly performance reviews, both by senior leaders and with its Board, it is not clear how or if the results of those reviews are shared with those individuals responsible for making decisions in the affected performance areas.

55. ONE Award Sample Comments OFI Comment Item 4.1 – While the applicant indicates that its customer satisfaction results have risen by 300% over the past three years (2004 through 2006), lacking actual data on the specific level of performance achieved, it is difficult to determine whether the applicant is achieving its goal of 95% customer satisfaction.

56. ONE Award Sample Comments OFI Comment Item 4.6 – While the applicant indicates that it requires that each of its workforce members conduct themselves at the highest levels of ethical behavior, no data are provided to indicate whether the applicant tracks this key performance indicator or whether the applicant is achieving this desired level of performance.

57. ONE Award Sample Comments OFI Comment Item 4.7 – The applicant indicates that a key factor in its ability to compete effectively in its service is minimization of delivery errors, yet its service delivery results actually reflect an increase in percentage of errors each of the past three years (2005 through 2007) from 6% to 8%. Given such a trend, it is not clear how the applicant will be able to ensure its sustainability in a highly competitive market.

58. ONE Award Comments Exercise Strategic planning is strong Applicant states that customers are consistently satisfied The applicant’s service delivery process is systematic Applicant’s key value creation process successfully create value

59. ONE Award Comments Exercise Item 3.1 -The applicant needs to talk more about its human resource plans. All items - The application does not flow well making it difficult to understand what they are trying to tell me. The use of bullet points rather than complete sentences would be an improvement.

60. ONE Award Comments Exercise Item 4.1 – 4.7 - Applicant indicates results are strong in most areas Item 4.1 – 4.7 - Results are not very good for key factors Item 4.1 – 4.7 - Comparisons are generally satisfactory Item 4.2 -The applicant seems to do pretty well here

61. ONE Award Comments Exercise Item 3.1 - The applicant’s strategic planning process is satisfactory, but if the applicant would include more time spent on conducting its SWOT analysis, then the planning process would be a significant strength.

62. ONE Award Comments Exercise Item 1.1 - The applicant’s leadership team does an outstanding job, and has much experience with meeting organizational challenges. The leadership team really understands its market and its customers so well that they are able to anticipate customer needs and meet them.

63. ONE Award Comments Exercise Item 3.6 - The applicant’s approach to process management is clearly best practice, and other organizations would benefit by adopting a similar approach.

64. ONE Award Comments Exercise Item 3.4 - In order to improve its performance review system, the applicant would benefit from adopting a weighted balanced scorecard approach. This would not only make it easier for the applicant to fully understand organizational performance but it would also helps auditors and examiners to better understand their successful practices.

65. ONE Award Comments Exercise Item 1.1 - Leaders in role model organizations must do an excellent job of walking their talk. The applicant’s leaders seem to do a good job of doing so.

66. ONE Award Comments Exercise Item 3.4 - Comparing data and understanding performance is critical to improving an organization. If the applicant would designate one individual to spend full time developing a database of reliable and useful comparative data, and build an IT system capable of delivering it to those who need it, they could be a role model organization.

67. ONE Award Comments Exercise Item 3.6 - The applicant works to improve its processes, but if it adopted a Six Sigma approach, it would really accelerate its improvement. Such improvement would really make funders more willing to support the organization, leading to a higher level of likelihood that the organization would be able to successfully sustain itself.

68. ONE Award Comments Exercise Item 2.4 - The applicant does not tell me enough about the details of their budgeting process or the internal controls that they have in their accounting system for me to say that it is an effective system.

69. ONE Award Comments Exercise Item 4.1 – 4.7 - Based on the consistent high levels in many of the applicant’s results, it is clear the applicant has strong leadership, great customer relationships, a strong workforce, and must use a high performing approach to improving its processes (possibly PDSA or another good system). This applicant does great things and is a true role model.

70. ONE Award Comments Exercise Item 1.2 - If I were in charge of the applicant organization, I would strengthen the human resources management system and increase the investment in training. Otherwise, the applicant will fall behind other organizations in efforts to get maximum performance from their employees and volunteers.

71. ONE Award Consensus Process Team Process One Scorebook Consensus Comments Only Process Tips –Combine and Synergize –Link the Category and Associated Result Area –Develop Team Score Based on Team Scorebook

72. ONE Award Site Visit Process Review Consensus Scorebook Identify Key Site Visit Issues Verify and Clarify on Site Revise Scorebook based on Site Visit Findings Revise Score based on Site Visit Findings Customers – Applicant and Selectors Training week of July 9