Community Coaches Training

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Community Coaches Training
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Introductions

• Name
• Company
• Adjective that best describes you
• Expectation for training

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Rules of Engagement

• How can we make this a successful training
  course?

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Training Objectives

• Understand the role of a coach
• Discuss stages of a communitys journey to
  excellence
• Introduce tools
• Practice coaching skills
• Begin to build a TNCPE body of knowledge
• Meet your expectations

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TNCPE Mission

• To lead businessesand other organizationsin the
  pursuit ofperformance excellence,improving
  resultsand contributing tothe economic
  vitalityof the region.

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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

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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

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Levels of Listening
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Who Is the Applicant?

• The county?
• The county mayors office?
• The Chamber of Commerce?
• The Joint Economic Community Development Board?
• Whoever is responsible for the Three Star Program
  in the community?

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• The Governors Three-Star program, which is
  administered through the states 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.

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• In the four years Ive 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)

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Commissioner Kisbers vision for performance
excellence in TN communities

• 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.

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Mission Alignment

• Three Star Program
• Achieving economic excellence by
  assistingcommunities 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

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Goal Alignment

• Three Star Program asks
• Are you doing it?
• TNCPE asks
• Are you doing it effectively?

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• Typical community challenges
• Lack of resources
• Lack of human capital and volunteers
• Lack of leadership
• Frequent changes in elected leadership
• The 3 Ps 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

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• 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!

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Steps on the Journey

• REDS introduces Coach to Three Star team
• Coach introduces basic quality principles tools
• Coach facilitates communitys self assessment
• Coach prepares community for Site Visit
• Coach helps community understand Feedback Report
  and target improvements
• Community receives award
• Coach helps identify next steps on the journey
• Does community need to form a Three Star team?
  Who should be involved?

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Collaborate

• REDS
• Sends communitys 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

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Introductory Meeting1 hour

• Step 1
• Build rapport confidence
• Introduce Criteria framework

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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 communitys story to 7 Criteria Categories
• Identify one gap the assessment process will help
  close
• Describe stepsof the process

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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)?

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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 newyoure
  already doing this
• Use examples to illustrate your points

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Is this You?
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Would you rather be here?
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Long Term Goal!
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Criteria for Performance Excellence (Easy Way In)
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Practice Makes Perfect

• Objective
• Practice telling a community success story that
  links the 7 Categories

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Quality Training2-4 hours

• Step 2
• Introduce quality principles and tools convey
  the value

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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 countys strategic planning session
• Annual training/education session for city and
  county mayors

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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

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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

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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

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City of Coral Springs, FLResults

• 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)

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City of Coral Springs, FLResults

• Lowest crime rate in the state fourth lowest
  crime rate in the nation
• AAA credit rating from Moodys, SP 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

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City of Coral Springs, FLRecognition

• Sterling Award in 1997 and 2003 (Floridas
  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)

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Discuss

• For a community application what groups are
  included in
• Category 3 Customers, stakeholders and market
  focus
• Category 5 Workforce focus

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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?

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Stakeholders

• Define stakeholder (all groups that might be
  affected by your communitys 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?

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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

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WHAT?

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

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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

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Basic Gap Analysis
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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

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Sample Action Plan
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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.

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The Self Assessment4 hours

• Step 3
• Facilitate thoughtful answers to community
  profile questions

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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

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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

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• In doing anything the first step is the most
  difficult.
• Chinese proverb

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Basic Gap Analysis
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Basic Gap Analysis
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Basic Gap Analysis
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Basic Gap Analysis
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Basic Gap Analysis
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Basic Gap Analysis
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Basic Gap Analysis
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Basic Gap Analysis
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Basic Gap Analysis
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Basic Gap Analysis
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Basic Gap Analysis
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Basic Gap Analysis
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Basic Gap Analysis
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Basic Gap Analysis
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Basic Gap Analysis
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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

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Sample Action Plan
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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.

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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

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Preparing for Site Visit1-2 hours

• Step 4
• Remove fear of the unknown review backup
  documents

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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.

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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

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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

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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

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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!

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Feedback Report2-3 hours

• Step 5
• Explain anything that is not clear help
  prioritize OFIs

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Feedback Report

• What have we learned so far?
• Read feedback report
• Are comments accurate?
• Do comments address whats important?
• What actions will we take?
• Coaching to the next level linked to the 7
  Criteria Categories
• Publicize your participation!

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Award Presentation

• Step 6
• Celebrate your accomplishments!
• Publicize your achievements!

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TNCPE Awards Banquet

• Wednesday, Feb. 18, 2009
• Franklin Marriott Cool Springs
• Franklin, TN
• Commissioner Matt Kisberwill present awardsto
  businesses and communities

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Identifying Next Steps

• Step 7
• Its a journey, not a destination!
• Benefits of a Level 2 application

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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

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Basic Gap Analysis
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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

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Sample Action Plan
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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.

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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.

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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)

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On-line Resources

• www.TNCPE.org to learn about Tennessees quality
  program
• www.ASQ.org to learn about the basics of quality
• www.ASQ./government/why-quality/overview.html to
  learn about government issues and quality tools

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For More Information

• Katie Rawls, President CEO
• Tennessee Center for Performance Excellence2525
  Perimeter Place Drive, Suite 122Nashville,
  Tennessee 37214
• Phone [phone]or 800-453-6474
• E-mail contact_at_tncpe.org
• Visit our Web site at www.tncpe.org