Scoring 1

Scoring Categories 1 – 6 (Process Categories) Examiners select a score (0-100) to summarize their observed strengths and opportunities for improvement (OFI’s) Scoring Guidelines are provided for Approach, Deployment, Learning, and integration Scores are assigned for each ITEM

Scoring Guidelines for Approach SCOREPROCESS 0% -5% No SYSTEMATIC APPROACH is evident; information is ANECDOTAL. (A) 10% - 25% The beginning of a SYSTEMATIC APPROACH to the BASIC REQUIREMENTS of the Item is evident. (A) 30% - 45% An EFFECTIVE, SYSTEMATIC APPROACH, responsive to the BASIC REQUIREMENTS of the Item, is evident. (A) 50% - 65% An EFFECTIVE, SYSTEMATIC APPROACH, responsive to the OVERALL REQUIREMENTS of the Item, is evident. (A) 70% - 85% An EFFECTIVE, SYSTEMATIC APPROACH, responsive to the MULTIPLE REQUIREMENTS of the Item, is evident. (A) 90% - 100% An EFFECTIVE, SYSTEMATIC APPROACH, fully responsive to the MULTIPLE REQUIREMENTS of the Item, is evident. (A)

Category/Item Question Organization BASIC OVERALL MULTIPLE

Scoring Guidelines for DEPLOYMENT SCOREPROCESS 0% -5%Little or no DEPLOYMENT of an APPROACH is evident. 10% - 25% The APPROACH is in the early stages of DEPLOYMENT in most areas or work units, inhibiting progress in achieving the BASIC REQUIREMENTS of the Item. 30% - 45% The APPROACH is DEPLOYED, although some areas or work units are in early stages of DEPLOYMENT. 50% - 65% The APPROACH is well DEPLOYED, although DEPLOYMENT may vary in some areas or work units. 70% - 85%The APPROACH is well DEPLOYED, with no significant gaps. 90% - 100% The APPROACH is fully DEPLOYED without significant weaknesses or gaps in any areas or work units.

Scoring Guidelines for LEARNING SCOREPROCESS 0% -5% An improvement orientation is not evident; improvement is achieved through reacting to problems. 10% - 25% Early stages of a transition from reacting to problems to a general improvement orientation are evident. 30% - 45% The beginning of a SYSTEMATIC APPROACH to evaluation and improvement of KEY PROCESSES is evident. 50% - 65% A fact-based, SYSTEMATIC evaluation and improvement PROCESS and some organizational LEARNING are in place for improving the efficiency and EFFECTIVENESS of KEY PROCESSES. 70% - 85% Fact-based, SYSTEMATIC evaluation and improvement and organizational LEARNING are KEY management tools; there is clear evidence of refinement and INNOVATION as a result of organizational-level ANALYSIS and sharing. 90% - 100% Fact-based, SYSTEMATIC evaluation and improvement and organizational LEARNING are KEY organization-wide tools; refinement and INNOVATION, backed by ANALYSIS and sharing, are evident throughout the organization.

Scoring Guidelines for INTEGRATION SCOREPROCESS 0% -5% No organizational ALIGNMENT is evident; individual areas or work units operate independently. 10% - 25% The APPROACH is ALIGNED with other areas or work units largely through joint problem solving. 30% - 45% The APPROACH is in early stages of ALIGNMENT with your basic organizational needs identified in response to the Organizational Profile and other Process Items. 50% - 65% The APPROACH is ALIGNED with your organizational needs identified in response to the Organizational Profile and other Process Items. 70% - 85% The APPROACH is INTEGRATED with your organizational needs identified in response to the Organizational Profile and other Process Items 90% - 100% The APPROACH is well INTEGRATED with your organizational needs identified in response to the Organizational Profile and other Process Items.

Overall Score for Categories 1 – 6 Items An applicant’s score for approach [A], deployment [D], learning [L], and integration [I] depends on their ability to demonstrate the characteristics associated with that score Although there are 4 factors to score for each Item, only one overall score is assigned The examination team selects the “best fit” score, which is likely to be between the highest and lowest score for the ADLI factors

“Best Fit” Example Consider two applicants, both scoring 60% for A, D, and I, and 20% for L ApplicantMarket GrowthTechnologyCompetitors A10%/yearStableStable B 2X/yearMajor changeMany new Item Score: Applicant A:50% (Learning could lead to incremental results improvements) Applicant B:30% (Learning needed to sustain the organization)

6. Independent review: LeTCI – Results Items Objective: Be able to evaluate a results item for independent review

Using a Table of Expected Results to Identify Category 7 OFI’s Purpose: Identify results that the applicant hasn’t provided WHY? Because applicants like to show results that are favorable, but may not always show results that are important.

Table of Expected Results Title of Expected Result Source ReferenceCategory 7 Reference Result Reference (Describe expected result and segments) (List where in the application you learned this was important to report in Cat 7) (List where in Cat 7 the result belongs) (Identify the page or Figure that contains the results) Examples: Status of Action Plans (% of Action Plans on target) OP pg.71, 2.1a2Not found Workforce segmentsOP p67.4 Expect to see segmentation by FT, PT and on-call staff Found in 7.4-4, 6, 10 Not found in 7.4-7, 8, 9

Process for using a Table of Expected Results As you read the application, pay attention for processes that the applicant cites as important, measures that are discussed, segments that are used, etc. As you find examples of these, include them in the table of expected results in columns 1-3. When you review Category 7, review it for the expected results and complete column 4. Based on the comments in Column 4 of the table, an OFI, or OFI’s can be drafted citing missing expected results. Note: These are results that the applicant has introduced an expectation for in the Organizational Profile and Categories 1-6. They are NOT results that the examiner would like to see.

Evaluation Factors for Category 7 (results) Le = Performance Levels Numerical information that places an organization’s results on a meaningful measurement scale. Performance levels permit evaluation relative to past performance, projection goals, and appropriate comparisons. T = Trends Numerical information indicating the direction, rate and breadth of performance improvements. A minimum of 3 data points is needed to begin to ascertain a trend. More data points are needed to define a statistically valid trend. C = Comparisons Establishing the value of results by their relationship to similar or equivalent measures. Comparisons can be made to results of competitors, industry averages, or best-in-class organizations. I = Integration Connection to important customer, product and service, market, process and action plan performance measurements identified in the Organizational Profile and in Process Items. G = Gaps Absence of results addressing specific areas of Category 7 Items, including the absence of results on key measures discussed in Categories 1–6

Results Evaluation Factors Le Trend Comparison Denotes “Good” Trend direction

Results strengths and OFI;s Strengths are identified if the following is observed: Performance levels [Le] are equivalent or better than comparatives, and/or benchmarks Trends [T] show consistent improvement, and Results are linked [Li] to key requirements Opportunities for improvement are identified if: Performance levels [Le] are not as good as comparatives Trends [T] show degrading performance Comparisons are not shown Results are not linked [Li] to key requirements Results are not provided [G] for key processes and/or action items

Scoring a Results Item Scoring a Results item is similar to a Process Item Scoring Guidelines for Le, T, C, and I A single “best fit” score is selected for each results item

Results Scoring for Level [Le] SCORERESULTS 0% -5% There are no organizational PERFORMANCE RESULTS or poor RESULTS in areas reported. 10% - 25% A few organizational PERFORMANCE RESULTS are reported; there are some improvements and/or early good PERFORMANCE LEVELS in a few areas. 30% - 45% Improvements and/or good PERFORMANCE LEVELS are reported in many areas addressed in the Item requirements. 50% - 65% Improvement TRENDS and/or good PERFORMANCE LEVELS are reported for most areas addressed in the Item requirements. 70% - 85% Current PERFORMANCE LEVELS are good to excellent in most areas of importance to the Item requirements. 90% - 100% Current PERFORMANCE LEVELS are excellent in most areas of importance to the Item requirements.

Results Scoring for Trend [T] SCORERESULTS 0% -5% TREND data either are not reported or show mainly adverse TRENDS. 10% - 25% Little or no TREND data are reported, or many of the trends shown are adverse. 30% - 45%Early stages of developing TRENDS are evident. 50% - 65% No pattern of adverse TRENDS and no poor PERFORMANCE LEVELS are evident in areas of importance to your organization’s KEY MISSION or business requirements. 70% - 85% Most improvement TRENDS and/or current PERFORMANCE LEVELS have been sustained over time. 90% - 100% Excellent improvement TRENDS and/or consistently excellent PERFORMANCE LEVELS are reported in most areas.

Results Scoring for Comparison [C] SCORERESULTS 0% -5%Comparative information is not reported. 10% - 25%Little or no comparative information is reported. 30% - 45%Early stages of obtaining comparative information are evident. 50% - 65% Some TRENDS and/or current PERFORMANCE LEVELS—evaluated against relevant comparisons and/or BENCHMARKS—show areas of good to very good relative PERFORMANCE. 70% - 85% Many to most reported TRENDS and/or current PERFORMANCE LEVELS—evaluated against relevant comparisons and/or BENCHMARKS—show areas of leadership and very good relative PERFORMANCE. 90% - 100% Evidence of industry and BENCHMARK leadership is demonstrated in many areas.

Results evaluation: key concepts Integration Results align with key factors, e.g., Strategic challenges, Workforce requirements Vision, mission, values Results presented for Key processes Key products, services Strategic accomplishments What examples can you think of? Strong integration? Not-so-strong integration? 21

Results evaluation: key concepts Strong integration: results presented for Key areas addressing strategic challenges, Key competitive advantages Key customer requirements Not-so-strong integration: Results missing for the above Results presented that the Examiner can’t match to process items or Organizational Profile 22

Results Scoring for Integration [I] SCORERESULTS 0% -5% RESULTS are not reported for any areas of importance to your organization’s KEY MISSION or business requirements. 10% - 25% RESULTS are reported for a few areas of importance to your organization’s KEY MISSION or business requirements. 30% - 45% RESULTS are reported for many areas of importance to your organization’s KEY MISSION or business requirements. 50% - 65% Organizational PERFORMANCE RESULTS address most KEY CUSTOMER, market, and PROCESS requirements 70% - 85% Organizational PERFORMANCE RESULTS address most KEY CUSTOMER, market, PROCESS, and ACTION PLAN requirements. 90% - 100% Organizational PERFORMANCE RESULTS fully address KEY CUSTOMER, market, PROCESS, and ACTION PLAN requirements.

“Key” results Refers to elements or factors most critical to achieving the intended outcome In terms of results, look for Those responsive to the Criteria requirements Those most important to the organization’s success Those results that are essential elements for the organization to pursue or monitor in order to achieve its desired outcome 24

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