SM

SM Use of the Georgia Oglethorpe Award Logo is restricted to current Key Investors, Award Recipients, and the office of Georgia Oglethorpe Award Process, Inc. People are encouraged to share the information which follows as an official Georgia Oglethorpe presentation. No one is permitted to use the Georgia Oglethorpe Award name for marketing purposes or the Georgia Oglethorpe Award logo, without written consent of the executive director, Georgia Oglethorpe Award Process, Inc.

An Overview of the Framework, System, and Process Georgia Oglethorpe Award Process, Inc. The Georgia Oglethorpe Criteria for Performance Excellence Fall/ Winter / 2007

Note to Readers Georgia Oglethorpe exists to provide education, assessment, and recognition. It is not in the consulting business. Information provided here is intended to educate you and members of your organization about what basic considerations an organization must address to create and sustain high performance. The how is your choice.

Performance Excellence in Georgia and the U.S. Presented by: Georgia Oglethorpe Award Process, Inc. Presented to: Those interested in improving their business results and outcomes.

Outline of Slides Introduction to Performance Excellence Awards  Overview of Georgia Oglethorpe Award Process, Inc.  Overview of National Baldrige Award The Criteria for Performance Excellence: A Systems Perspective  Criteria System Framework  Organizational Profile  Criteria Categories and Items

Outline of Slides (continued…) What it means to receive the Award Where you might go from here (suggestions, not a prescription) How the Criteria and Scoring are used to assess your organization What steps are available for assessment Other assessment options How to contact the Georgia Oglethorpe Office

Introduction to Performance Excellence Awards

What is Georgia Oglethorpe Award Process, Inc.?  Vision – Georgia Outperforming the World! Public-private partnership  Mission – Leading Georgia’s Organizations to Improve Performance Improve Performance Modeled after the Malcolm Baldrige National Quality Award Criteria and Award Process

What is Georgia Oglethorpe Award Process, Inc.? (continued…) Promotes information sharing Recognizes organizational performance achievements Raises awareness of systems thinking (everything is an interdependent part of a bigger picture) Promotes strategic and tactical approaches to organizational performance Provides education, assessment and recognition to all types and sizes of organizations Provides a three-step approach for your “never ending” performance excellence journey

Georgia Oglethorpe Annual Conference & Awards Banquet Georgia Oglethorpe Award Assessment, Feedback & Recognition Process based on the Malcolm Baldrige National Quality Award Model (Step 3) Georgia Focus Recognition Self-Assessment Tool (Step 1) Annual Board of Examiners Training to Educate Examiners, Team Leads and Judges Workshops and Seminars for Potential Applicants and Users of the Criteria Performance Excellence Showcase to Enable Learning from Award Winners User Network Serious Wannabe Applicants and Users of the Criteria for Performance Excellence Georgia Progress Award (Step 2) Leading Georgia’s Organizations to Improve Performance

Historical Perspective Baldrige established in 1987 to recognize U.S. organizations for quality and performance achievements Established as a diagnostic tool for self- and third- party assessments 70+ nations have Baldrige-based award processes 40 states have Baldrige-based award processes Initial focus was on the manufacturing industry Current focus is on all sector organizations (business, industry, government, education, healthcare, and nonprofits)

Characteristics of High Performing Organizations Focus on customers and key stakeholders Are proactive with little need to be reactive Desire to improve and keep pace with changing organizational needs Align strategies, goals, objectives, processes, and actions with vision and mission Manage by fact Rank among the leaders in their industry/ sector Commit to life-long learning and improvement

Why Georgia Uses a Common Criteria for All Sector Organizations Increases the ability to communicate and share model practices between different types of organizations Encourages an inclusive process for sharing – vs. an exclusive one Enhances learning both within and between the sectors

The Criteria for Performance Excellence: A Systems Perspective

What the Criteria are Not! Six Sigma Lean Manufacturing ISO 9000 Re-engineering Balanced Score Card Kaizen Teams Hoshin Planning

What the Criteria Are! An interdependent set of Criteria which include all the basic considerations an organization must address to create and sustain high performance.

…You run it. It does not run you! 20 / 80 Criteria Enable You to Achieve a Mature Business System

Criteria Framework: A Systems Perspective

Criteria Structure Seven Categories Nineteen Items (basic requirements) Multiple Areas to Address (multiple requirements) Non-prescriptive (ask “what”)  Process Categories ask for “how”  Results Category asks for “results” data and information”

Criteria Structure continued…  Deployment Process Categories expect:  Approach  Learning  Integration

Criteria Structure continued…  Trends Results Category expects:  Performance levels  Comparisons  Linkages Results Category identifies:  Gaps

Organizational Profile: Environment, Relationships, & Challenges Critically Important because it: Serves as the most important starting point for understanding your organization Enables you to ensure the processes you use to run your organization and what you measure is linked and aligned with what is important to you

Organizational Profile: Environment, Relationships, & Challenges continued… Top leaders and managers must clearly define the organization and what is important – so others can understand their priorities Enables you to work on your business, not in your business.

Organizational Profile Is a snapshot of your organization, the key influences on how your operate, and the key challenges you face. Is a snapshot of your organization, the key influences on how your operate, and the key challenges you face.

Organizational Profile P1 Organizational Description P1 Organizational Description P2 Key Organizational Challenges P2 Key Organizational Challenges What are: Your key organizational characteristics? - Organizational environment - Organizational relationships Describe your: Competitive environment Key strategic challenges System for performance improvement

Leadership The Leadership Category examines how your organization’s senior leaders guide and sustain your organization. Also examined are your organization’s governance and how your organization addresses ethical, legal, and community responsibilities. The Leadership Category examines how your organization’s senior leaders guide and sustain your organization. Also examined are your organization’s governance and how your organization addresses ethical, legal, and community responsibilities.

Leadership 1.1 Senior Leadership: How you as senior leaders lead? 1.1 Senior Leadership: How you as senior leaders lead? 1.2 Governance and Social Responsibilities: How you govern and address social responsibilities? 1.2 Governance and Social Responsibilities: How you govern and address social responsibilities? Describe how: Guide and sustain Communicate with employees Encourage high performance Describe : Your governance system Describe how: Address public responsibilities Ensure ethical behavior Practice good citizenship

Strategic Planning The Strategic Planning Category examines how your organization develops strategic objectives and action plans. Also examined are how your chosen strategic objectives and action plans are deployed and changed if circumstances require, and how progress is measured. The Strategic Planning Category examines how your organization develops strategic objectives and action plans. Also examined are how your chosen strategic objectives and action plans are deployed and changed if circumstances require, and how progress is measured.

Strategic Planning 2.1 Strategy Development: How you develop strategy? 2.1 Strategy Development: How you develop strategy? 2.2 Strategy Deployment: How you deploy strategy? 2.2 Strategy Deployment: How you deploy strategy? Describe how: Establish strategy and strategic objectives Address strategic challenges Describe how: Convert strategic objectives into action plans

Customer and Market Focus The Customer and Market Focus Category examines how your organization determines the requirements, needs, expectations, and preferences of customers and markets. Also examined is how your organization builds relationships with customers and determines the key factors that lead to customer acquisition, satisfaction, loyalty, and retention and to business expansion and sustainability. The Customer and Market Focus Category examines how your organization determines the requirements, needs, expectations, and preferences of customers and markets. Also examined is how your organization builds relationships with customers and determines the key factors that lead to customer acquisition, satisfaction, loyalty, and retention and to business expansion and sustainability.

Customer and Market Focus 3.1 Customer and Market Knowledge: How you use this? 3.1 Customer and Market Knowledge: How you use this? 3.2 Customer Relationships and Satisfaction: How you build relationships? How you grow satisfaction and loyalty? 3.2 Customer Relationships and Satisfaction: How you build relationships? How you grow satisfaction and loyalty? Describe how: Determine customers’ requirements, needs, expectations and preferences Market to ensure continuing relevance of products and services and to develop new business opportunities Describe how: Build relationships to acquire, satisfy, and retain customers Increase customer loyalty Determine customer satisfaction

Measurement, Analysis, and Knowledge Management The Measurement, Analysis, and Knowledge Management Category examines how your organization selects, gathers, analyzes, manages, and improves it data, information, and knowledge assets. Also examined is how your organization reviews its performance The Measurement, Analysis, and Knowledge Management Category examines how your organization selects, gathers, analyzes, manages, and improves it data, information, and knowledge assets. Also examined is how your organization reviews its performance

Measurement, Analysis, & Knowledge Management 4.1 Measurement, Analysis, and Review of Organizational Performance: How you do this? 4.1 Measurement, Analysis, and Review of Organizational Performance: How you do this? 4.2 Information and Knowledge Management: How you manage these? 4.2 Information and Knowledge Management: How you manage these? Describe how: Measure, analyze, align, review, and improve performance data and information at all levels and in all parts of organization Describe how: Ensure quality and availability of needed data and information for employees, suppliers, partners, collaborators, and customers Build and manage knowledge assets

Human Resource Focus The Human Resource Focus Category examines how your Organization’s work systems and your employee learning and motivation enable all employees to develop and utilize their full potential in alignment with your organization’s overall objectives, strategy, and action plans. Also examined are your organization’s efforts to build and maintain a work environment and employee support climate conducive to performance excellence and to personal and organizational growth. The Human Resource Focus Category examines how your Organization’s work systems and your employee learning and motivation enable all employees to develop and utilize their full potential in alignment with your organization’s overall objectives, strategy, and action plans. Also examined are your organization’s efforts to build and maintain a work environment and employee support climate conducive to performance excellence and to personal and organizational growth.

Human Resource Focus 5.2 Employee Learning and Motivation: How you contribute to employee learning and motivate employees? 5.2 Employee Learning and Motivation: How you contribute to employee learning and motivate employees? 5.3 Employee Well-Being and Satisfaction: How you contribute to well-being and grow satisfaction? 5.3 Employee Well-Being and Satisfaction: How you contribute to well-being and grow satisfaction? See next page… 5.1 Work Systems: How you enable employees to accomplish work? 5.1 Work Systems: How you enable employees to accomplish work? Describe how: Work and jobs enable employees and the organization to achieve high performance Compensation, career progression, and related workforce practices enable achievement of high performance

Human Resource Focus (continued…) Describe how: Your employee education, training, and career development support achievement of objectives and contribute to high performance Your education, training, and career development build employee knowledge, skills, and capabilities 5.2 Employee Learning and Motivation: How you contribute to employee learning and motivate employees? 5.2 Employee Learning and Motivation: How you contribute to employee learning and motivate employees? 5.3 Employee Well-Being and Satisfaction: How you contribute to well-being and grow satisfaction? 5.3 Employee Well-Being and Satisfaction: How you contribute to well-being and grow satisfaction? Describe how: You maintain a work environment and an employee support climate that contribute to well-being, satisfaction, and motivation of all employees

Process Management The Process Management Category examines the key aspects of your organization’s process management, including key product, service, and organizational processes for creating customer and organizational value and key support processes. This Category encompasses all key processes and all work units. The Process Management Category examines the key aspects of your organization’s process management, including key product, service, and organizational processes for creating customer and organizational value and key support processes. This Category encompasses all key processes and all work units.

Process Management 6.1 Value Creation Processes: How you identify and manage key processes? 6.1 Value Creation Processes: How you identify and manage key processes? 6.2 Support Processes and Operational Planning: How you Identify and manage support processes and accomplish operational planning? 6.2 Support Processes and Operational Planning: How you Identify and manage support processes and accomplish operational planning? Describe how: Identify and manage key value creation processes for delivering customer value and achieving organizational success and growth Describe how: Manage key processes that support value creation processes Describe: Processes for financial management and continuity of operations in an emergency

Results The Results Category examines your organization’s performance and improvement in all key areas – product and service outcomes, customer satisfaction, financial and marketplace performance, human resource outcomes, operational performance and leadership and social responsibility. Performance levels are examined relative to those of competitors and other organizations providing similar products and services. The Results Category examines your organization’s performance and improvement in all key areas – product and service outcomes, customer satisfaction, financial and marketplace performance, human resource outcomes, operational performance and leadership and social responsibility. Performance levels are examined relative to those of competitors and other organizations providing similar products and services.

Results 7.1 Product and Service Outcomes: What are your product and service performance results? 7.1 Product and Service Outcomes: What are your product and service performance results? 7.2 Customer-Focused Outcomes: What are your customer-focused performance results? 7.2 Customer-Focused Outcomes: What are your customer-focused performance results? Summarize key product and service performance results. Segment results by product and service types and groups, customer groups, and market segments, as appropriate. Include appropriate comparative data. Summarize key customer-focused results, including customer satisfaction and customer-perceived value. Segment results by product and service types or groups, customer groups, and market segments, as appropriate. Include appropriate comparative data.

Results (continued…) 7.3 Financial and Market Outcomes: What are your financial and market results? 7.3 Financial and Market Outcomes: What are your financial and market results? 7.4 Human Resource Outcomes: What are your human resource results? 7.4 Human Resource Outcomes: What are your human resource results? Summarize key financial and marketplace performance results by customer or market segments, as appropriate. Include appropriate comparative data. Summarize key human resource results, including work system performance and employee learning, development, well-being, and satisfaction. Segment results to address the diversity of your workforce and the different types and categories of employees, as appropriate. Include appropriate comparative data.

Results (continued…) 7.5 Organizational Effectiveness Outcomes: What are your organizational effectiveness results? 7.5 Organizational Effectiveness Outcomes: What are your organizational effectiveness results? 7.6 Leadership and Social Responsibility Outcomes: What are your leadership and social responsibility results? 7.6 Leadership and Social Responsibility Outcomes: What are your leadership and social responsibility results? Summarize key operational results that contribute to the improvement of organizational effectiveness. Segment results by product and service types and groups, and by market segments, as appropriate. Include appropriate comparative data. Summarize key governance, senior leadership, and social responsibility results, including evidence of ethical behavior, fiscal accountability, legal compliance, and organizational citizenship. Segment results by organizational units, as appropriate. Include appropriate comparative data.

How the Criteria and Scoring are Used to Assess Your Leadership and Management System

CRITERIA RATING SYSTEM PROCESSES – Categories APPROACH (METHODS) DEPLOYMENT (EXTENT & BREADTH APPLIED) RESULTS – Category 7 RESULTS APPROPRIATE SYSTEMATIC ALIGNED { { CURRENT PERFORMANCE PERFORMANCE RELATIVE TO COMPARISONS PERFORMANCE TRENDS AND BREADTH

Three-Dimensional Scoring System DEPLOYMENT (Process) Breadth Depth Key services and products Key customers, partners / suppliers All employees Operational processes RESULTS (From Process) Data Trends & levels Sustainability Comparative Linkages to key processes APPROACH (Process) Systematic Prevention-based Integrated Fact-based evaluation and improvement

What Steps are Available for Learning and Using the Criteria ?

Georgia Focus Recognition Step 1 Georgia Progress Award Step 2 Georgia Oglethorpe Award Step 3 Three Step Process Maturity and Recognition Options Baldrige Award (For those eligible.)

Steps Toward A Mature System Strategic AND Operational Goals Strategy Strategy 1. Reacting to Problems Strategy Strategy 2. Early Systematic Approach 3. Aligned Approach Strategy 4. Integrated Approach

Results - have improving trends and comparative data with good to very good performance levels Results address your customers, governance and ethics, operations, employees, owners, suppliers, and other key stakeholders What it Means to Receive the Award...

Results are not accidental Results are attributed to sound, systematic processes Evaluation and improvement are embedded in your business You run your business. It does not run you! What it Means to Receive the Award...

An organization --  Is perfect  Will never face problems That the extended organizational family understands or embraces the philosophy What it Does Not Mean to Receive the Award …

Where You Might Go From Here  Contact the Georgia Oglethorpe office about customized training for your organization Continue learning about the Criteria  Participate in the Georgia Oglethorpe Board of Examiners training  Attend the Georgia Oglethorpe and Baldrige annual conferences Revisit customers and customer groups, and determine their needs and wants  Download samples of self-assessments and case studies from the Baldrige web site

Where You Might Go From Here continued… Learn what your other key stakeholders need and want, e.g., your employees, financial providers, etc. Partner with education and non-education organizations experienced in using the Criteria Review your list of competitors and reasons they are considered your competitors Complete a self-assessment Analyze your self-assessment results Develop a plan for improvement with a manageable set of priorities

Other Assessment Options Internal assessments  Use (experienced/ knowledgeable) examiners from within your organization  Hire (experienced/ knowledgeable) third party examiner (s)  Use a combined team of both internal and external (experienced/ knowledgeable) examiners Internal surveys  Completed by select groups within the organization

Complete a self-assessment – then submit it to Georgia Oglethorpe to receive third-party feedback from members of our all-volunteer Board of Examiners. ASSESSMENT OPTIONS continued…

IN SUMMARY Indeed, I feel I have not answered any of them completely. I realize that I may not have succeeded in answering all of your questions….. To sum it up …. we may be confused but we are confused on a higher level and about more important things. Author Unknown The answers I have provided likely only serve to raise a whole new set of questions, which only lead to more problems, some of which we weren’t even aware were problems.

QUESTIONS ? You may contact the Georgia Oglethorpe Office at: VM: EM: Or, visit our web site at:

THANK YOU!!!

We are happy you are helping to move us toward… Georgia: Outperforming the World !!!

SM

Key Themes – Explained Are key findings during the evaluation of your submission – relative to your Organizational Profile Key Themes are the high-level conclusions examiners draw when completing their assessment of your organization using your response to questions found both in the Criteria requirements and the Organizational Profile

Key Themes - Explained continued… A key theme is:  A strength or opportunity for improvement (OFI) that addresses a central requirement of the Criteria,  Common to more than one Item or Category (cross-cutting),  Especially significant in terms of your Organizational Profile, and/or  Addresses a Core Value of the Criteria.

Key Themes respond to the three points below (specific to your organization):  Most important strengths or outstanding practices Key Themes - Explained continued…  Your most significant opportunities, concerns, or vulnerabilities  Most significant strengths, opportunities, vulnerabilities, and/or gaps (related to data, comparisons, linkages) found in your response to Results Items

KEY THEMES (Sample/ Potential Observations) Absence of objective evidence supporting linkage between goals, objectives, vision, mission and performance indicators Inconsistency of information Approaches to your business appears to be reactive Gaps between your Organizational Profile and your responses to the Core Values and Category/ Item questions Alignment unclear between performance indicators/ measures and process based actions

System Framework 1.1 – 1.2 Organization Leadership and Direction Setting 3.1 – 3.2 Customer Knowledge and Relationship Management 2.1 – 2.2 Strategy Development and Implementation Work Systems and Employee Management 6.1 – 6.2 Process Design and Management 4.1 – 4.2 Measurement, Analysis and Knowledge Management Results Start Here