Title: Community Coaches Training
1Community Coaches Training
2Introductions
- Name
- Company
- Adjective that best describes you
- Expectation for training
3Rules of Engagement
- How can we make this a successful training
course?
4Training 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
5TNCPE Mission
- To lead businessesand other organizationsin the
pursuit ofperformance excellence,improving
resultsand contributing tothe economic
vitalityof the region.
6Role 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
7Characteristics of a Coach
- Caring
- Diplomatic
- Good listener
- Pragmatic
- Thoughtful
- Facilitator vs. doer
- Positive attitude
- Good leader
- Communicator
- Confident
- Experienced
- Persistent
- Equipped with necessary tools
8Levels of Listening
9Who 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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11- 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.
12- 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)
13Commissioner 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.
14Mission 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
15Goal Alignment
- Three Star Program asks
- Are you doing it?
- TNCPE asks
- Are you doing it effectively?
16- 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
17- 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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21Steps 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?
22Collaborate
- 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 -
23Introductory Meeting1 hour
- Step 1
- Build rapport confidence
- Introduce Criteria framework
24Introductory 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
25Benefits 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)?
26Introductory 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
27Is this You?
28Would you rather be here?
29Long Term Goal!
30Criteria for Performance Excellence (Easy Way In)
31Practice Makes Perfect
- Objective
- Practice telling a community success story that
links the 7 Categories
32Quality Training2-4 hours
- Step 2
- Introduce quality principles and tools convey
the value
33Notes
- 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
34Training 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
35Continuous 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
36City 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
37City 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)
38City 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
39City 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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42Discuss
- For a community application what groups are
included in - Category 3 Customers, stakeholders and market
focus - Category 5 Workforce focus
-
43Community 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?
44Stakeholders
- 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?
45HOW?
- 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
46WHAT?
- RESULTS are
- Outputs and outcomes achieved by an organization
- Results should align with key requirements from
stakeholders, customers, processes, and plans
47Basic 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
48 Basic Gap Analysis
49Next 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
50Sample Action Plan
51Cycles 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.
52The Self Assessment4 hours
- Step 3
- Facilitate thoughtful answers to community
profile questions
53Level 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
54Agenda
- 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
55- In doing anything the first step is the most
difficult. - Chinese proverb
56 Basic Gap Analysis
57 Basic Gap Analysis
58 Basic Gap Analysis
59 Basic Gap Analysis
60 Basic Gap Analysis
61 Basic Gap Analysis
62 Basic Gap Analysis
63 Basic Gap Analysis
64 Basic Gap Analysis
65 Basic Gap Analysis
66 Basic Gap Analysis
67 Basic Gap Analysis
68 Basic Gap Analysis
69 Basic Gap Analysis
70 Basic Gap Analysis
71Next 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
72Sample Action Plan
73Cycles 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.
74Process 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
75Preparing for Site Visit1-2 hours
- Step 4
- Remove fear of the unknown review backup
documents
76Overview 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.
77Examiners 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
78Site 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
79Examiners 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
80After 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!
81Feedback Report2-3 hours
- Step 5
- Explain anything that is not clear help
prioritize OFIs
82Feedback 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!
83Award Presentation
- Step 6
- Celebrate your accomplishments!
- Publicize your achievements!
84TNCPE Awards Banquet
- Wednesday, Feb. 18, 2009
- Franklin Marriott Cool Springs
- Franklin, TN
- Commissioner Matt Kisberwill present awardsto
businesses and communities
85Identifying Next Steps
- Step 7
- Its a journey, not a destination!
- Benefits of a Level 2 application
86Next 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
87 Basic Gap Analysis
88Next 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
89Sample Action Plan
90Cycles 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.
91Performance Metrics
- In general this is an area of opportunity for
Three Star communities we will develop some
tools to support coaching in this area.
92Resources
- 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)
93On-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
94For More Information
- Katie Rawls, President CEO
- Tennessee Center for Performance Excellence2525
Perimeter Place Drive, Suite 122Nashville,
Tennessee 37214 - Phone 615-889-8323or 800-453-6474
- E-mail contact_at_tncpe.org
- Visit our Web site at www.tncpe.org