Application Workshop – Session One April 26, 2011

Workshop Agenda Introduction Series Overview Criteria Overview “Work Process” Understanding the Organizational Profile Interim “Assignment” Q&A

Sponsors

Series Overview

Series Objectives Each team: Develops a working knowledge of the award criteria “system” and requirements Assesses their organization’s approach, deployment and associated results for each criteria item Documents the self-assessment findings – both description and data Converts self-assessment findings to application- ready narrative/presentation for submission of ONE application by July 15, 2011

ONE V Criteria

Criteria Characteristics Objective, non-prescriptive Dynamic Relevant for all sizes and types of organizations Leading edge of proven organizational management practice

Criteria Overview Leadership System Workforce Engagement Governance Who are our customers? What is our Mission? What Values establish how we operate? What do we want the world we serve to look like (our Vision)? What is our organization’s area of greatest expertise? What is our biggest challenge to success? Customer Engagement Strategic Planning Measurement/Data Work System Design Creating Value Support Systems Mission- Driven Community Impact People Principles Process Organizational Profile

Criteria Overview Key Terms Item Level (1.1) Areas to Address (1.1-1) “What” questions, “How” questions System/Process “Key” Results A-D-R Continuum Approach – Deployment - Results

Workshop “Process” Leaders introduce key concepts by item (1.1) and areas to address (1.1-1) Questions encouraged One (or more) exercise(s) per item Exercises at “area to address” level Concept introduced Leaders share examples Participants develop bullet-point draft response Sharing/feedback at the tables Volunteer shares their work – Q & A

“Share Food” Food Bank Fictitious organization Source of examples Adapted from 2007 Baldrige training case Examiner summary version of Profile (handout)

Organizational Profile

Key Characteristics

1. Key Characteristics Programs/service, benefits/impact Categories of services, programs, etc. Impact/benefits - What is this service/program designed to accomplish? How do you measure accomplishment of the desired benefit/impact? Purpose, Vision, Mission and Values Existing statements How do they impact/define your organizational culture? Not required that you have all four – seeking what exists

Key Characteristics Customers “Key” segments/groups – how do you segment your customers? Any unique characteristics? Programs/services each segment utilizes Benefits/impact customers expect from using your services How do you measure your success at delivering the benefits/impact customers expect?

Share Food Example Customers Customer GroupKey Expectations Member Agencies Timeliness, quality, variety, quantity of food, competency and consistency, access to nutritional food, continuity of service County residents Response to emergency needs, quality, variety, nutrition, continuity of service

Key Characteristics Stakeholder “Key” segments/groups – how do you segment your stakeholders? What are the unique characteristics of each segment? What is the “stake” they have in your organization – their expectations for their relationship with you?

Key Characteristics Workforce Profile Employees and volunteers Full-time and part-time Key characteristics – education, certification, differently “abled”, other unique requirements Demographics, experience levels, location, etc. Expectations of workforce groups – their expectations – overall and/or by key segments

Key Characteristics Accreditation, certification, regulatory requirements “Key” is critical Required to operate/sustain operations Unique requirements that impact your organization’s continuing operations – what is the impact, how does it affect your organization? Governance System System structure Key reporting relationships

Key Characteristics Relationships with agency or foundation funding sources Key relationships only Expectations, reporting requirements – what challenges do these expectations or reporting requirements create? Other unique characteristics

Competitive Environment

2. Competitive Environment Key Competitors Identify at overall or segment level – “key” May be specific organizations, segments of organizations Potential competitors – “key” Direct – (programs/services) and/or indirect (resources – talent, funding, visibility, etc.) Competitive Success Factors Factors that are most critical to customers when they make the choice among competitor’s in your market What makes you successful/provides you an advantage relative to competitors in the marketplace? What are your competitive disadvantages?

Competitive Environment Competitive and Comparative Data Competitive/comparative data used to better understand your performance Availability/access to the data

Organizational & Strategic Challenges

2. Organizational/Strategic Challenges Core Competencies 1-2 key capabilities (mission-driven) that are essential to your organization’s ability to fill a community need Must sustain and develop these competencies to promote organizational sustainability May involve technological expertise, unique service offerings, a market niche or particular business knowledge/capability

Core Competencies – Share Food Food banking – providing the highest quality, required foods at the right time to the right place Within food banking competency, there are three value creation processes Food acquisition Food distribution Coordination of the agency network

Table Exercise – Core Competencies Identify your 1-2 key capabilities (mission- driven) that are essential to your organization’s ability to fill a community need and are essential to promote organizational sustainability 10 minutes Share with your peers for feedback 10 minutes

Core Competencies – Participant

Organizational/Strategic Challenges Strategic Advantages/Challenges (2-3 each) Mission level – few but significant Advantages - relate to core competencies, technology, products, access to resources, operational excellence, capabilities and/or your people that create potential for a sustainable competitive advantage. Challenges - pressures that exert a decisive influence on an organization’s likelihood of future success. Different from operational challenges – those come later

Strategic Advantages/Challenges – Share Food Example Strategic AdvantagesStrategic Challenges Ability to feed those in need through network of member agencies Ensure that food reaches those most in need Network of food suppliersOptimize partnerships Ability to respond effectively to member agency needs

Table Exercise – Strategic Advantages/Challenges Identify your 1-3 “key” strategic advantages that lead to the potential for a sustainable competitive advantage for your organization Identify your 1-3 “key” strategic challenges – those pressures that exert a decisive influence on an organization’s likelihood of future success. 10 minutes Share with your peers for feedback 10 minutes

Strategic Advantages/Challenges – Participant Example Strategic AdvantagesStrategic Challenges

Organizational/Strategic Challenges Operational and Human Resource Challenges “Key” challenges (internal operations) that are holding you back or have the potential if unaddressed to cause you to underperform (no more than 2-3) HR Challenges (2-3 key challenges) – constraints you face related to your workforce Possible HR challenges could include access to needed talent, volunteer challenges, capability issues, capacity issues, training requirements, compensation issues, etc.

Interim Assignment

Complete/refine today’s work as a team Identify lingering questions – time set aside in next session for discussion Review criteria for Category 1 - People

Additional Resources One-center.com Glossary Criteria Award Process Team – Marie and Jim

Questions

Application Workshop – Session One April 26, 2011