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    all three in one file all three in one file Presentation Transcript

    • Requirements © 1997-2008 Quantum Performance Group, Inc. 1 2 3 4 5 6 7 Optimum Performance Measures and Dashboard to Monitor Progress Integrated Management System Strategy Meet - Delight Predict Outcomes Leadership Customers Motivated, Engaged People Effective Efficient Processes Get Results Be Valued $ #s
      • Integrated Performance Excellence Business Model
      1 Leadership 2 Strategic Planning 3 Customer Focus 6 Process Management 5 Workforce Focus 7 Results © 1997-2008 Quantum Performance Group, Inc. 4 Measurement, Analysis & Knowledge Management “ Brain Center” Guided by Strategy and Action Plans Supported by Values
    • 1 Leadership (120 Points)
      • 1.1 Senior Leadership: How do your senior leaders lead? (70 points) Senior leaders must guide and sustain the organization, communicate with the workforce, and encourage high performance
        • Vision and Values
          • Set and deploy organizational vision and values throughout the leadership system, to the workforce, to key suppliers, and partners [and students and stakeholders] [patients and other customers]. Senior leaders’ personal actions reflect a commitment to values.
          • Promote an environment that fosters, requires, and results in legal and ethical behavior.
          • Create a sustainable organization, and an environment for performance improvement, accomplishment of mission, strategic objectives, competitive or role model performance , innovation, organizational agility, and workforce and organizational learning. Participate in succession planning and future leadership development.
        • Communication and Organizational Performance
          • Communicate with and engage the entire workforce . Communicate key decisions. Encourage frank, two-way communication. Actively participate in workforce reward/recognition to reinforce high performance, customer, and business focus.
          • Focus on action to accomplish organizational objectives, improve performance, and attain vision. Use measures to review performance and inform the workforce on needed actions. Create and balance value for customers [student] [patient] and stakeholders in performance expectations.
      Some (not all) of the multiple requirements are listed in smaller black text above.
    • 1 Leadership ( continued )
      • 1.2 Governance and Social Responsibility: How do you govern and address your social responsibilities? (50 points) The organization must systematically address its responsibilities to the public, ensure ethical behavior, and practice good citizenship [and contributes to the health of the community]
        • Organizational Governance
          • Use an effective governance system to ensure management and fiscal accountability, transparency in operations of, selection of , and disclosure priorities for governance / [policymaking] board members, independence in internal and external audits, protection of stakeholder interests
          • Evaluate the performance of senior leaders, chief executive, and governing board members and use these evaluations to further develop and improve leadership effectiveness at all levels
        • Legal and Ethical Behavior
          • Address adverse impacts on society an anticipate and proactively address public concerns with current and future products, services, and operations.
          • Promote and ensure ethical behavior in all interactions, in the governance structure, throughout the organization and with customers and partners. Monitor and respond to breaches of ethical behavior.
        • c. Support of Key Communities. Actively strengthen and support key communities important to the organization [includes building community health].
      Some (not all) of the multiple requirements are listed in smaller black text above.
    • 2 Strategic Planning (85 Points)
      • 2.1 Strategy Development: How do you develop your strategy? (40 points) The organization must systematically establish strategy and strategic objectives that address strategic challenges the organization faces; then summarize its key strategic objectives and related goals.
        • Strategy Development Process
          • Define steps in strategic planning, the key participants, and short- and longer-term planning horizons. Determine key challenges and advantages. Ensure potential blind spots are identified .
          • Address the following factors in the planning process:
            • Organizational strengths, weaknesses, opportunities, and threats
            • Indications of major shifts in technology, [health care] markets, competition, or customer preferences [educational reform, student and community demographics], the regulatory environment
            • Long-term organizational sustainability
            • The organization’s ability to execute the strategic plan
        • Strategic Objectives
          • Develop clear strategic objectives (short- & long-term) with timetables.
          • Address strategic challenges and advantages, opportunities for innovation. and balance the needs of all key customers and stakeholders.
      • See the Criteria Notes for important descriptions of planning elements.
      Some (not all) of the multiple requirements are listed in smaller black text above.
    • 2 Strategic Planning (continued)
      • 2.2 Strategy Deployment: How do you deploy your strategy? (45 points) The organization must convert its strategic objectives into action plans, summarize the action plans and related key performance measures/indicators and project its future performance on these key performance measures/indicators.
        • Action Plan Development and Deployment
          • Develop and deploy action plans to achieve and sustain strategic objectives.
          • Ensure adequate financial and other resources are available to support action plans. Assess financial and other risks related to plans. Balance resources.
          • If circumstances require, have a process to rapidly modify and execute new plans.
          • Define key short- and longer-term action plans and planned changes required in operations, products, services, customers, and markets, as needed.
          • Develop and define human resource plans to accomplish strategic objectives and action plans. Address impacts on workforce capability and capacity
          • Define key performance measures for tracking progress on action plans. Measures should reinforce organizational alignment and cover all key areas and stakeholders.
        • Performance Projection. Identify organizational performance projections and compare them with the projected performance of competitors or comparable organizations. Ensure progress toward achieving projections. Address current or projected gaps in performance.
      Some (not all) of the multiple requirements are listed in smaller black text above.
    • 3 Customer and Market Focus (85 points)
      • 3.1 Customer and Market Knowledge: How do you obtain and use customer and market knowledge? (40 points) The organization must determine requirements, expectations, and preferences of customers and markets to ensure the continuing relevance of your products and services and to develop new opportunities [create an overall climate conducive to learning and development for all students]
      • Customer and Market Knowledge
          • Determine (target) market and customer segments to pursue
          • Use the voice of the customer to determine requirements expectations (including product and service features) and their relative importance to purchasing decisions. Use this information for planning, marketing, work system and work process improvements, other business development, and to become more customer-focused and better satisfy customer needs
          • Use voice of the customer feedback to become more customer focused and better meet their needs and desires.
          • Keep these processes current with changing needs and directions including changes in the marketplace.
      Before... Some (not all) of the multiple requirements are listed in smaller black text above.
    • 3 Customer and Market Focus (continued)
      • 3.2 Customer Relationships and Satisfaction: How do you build relationships and grow customer satisfaction and loyalty? (45 points) The organization must build relationships to acquire, satisfy, and retain customers; increase customer loyalty; and develop new opportunities. It must also determine customer satisfaction and dissatisfaction .
        • Customer Relationship Building
          • Build relationships to satisfy customers, meet and exceed their expectations, and increase loyalty, referrals, and repeat business [new / future interactions and positive referrals].
          • Make customer contact and feedback user friendly, determine customer contact requirements, and ensure everyone dealing with customers understands these requirements.
          • Resolve complaints effectively and promptly. Ensure complaint data are used to make improvements throughout organization and by partners. Minimize customer dissatisfaction and loss of repeat business and referrals [no ED] [secure future interactions].
          • Evaluate and improve relationship building processes to keep them current with changing needs and directions.
        • Customer Satisfaction Determination
          • Systematically determine customer satisfaction and dissatisfaction and use the information for improvement and to secure future business and positive referrals
          • Follow up with customers to receive prompt and actionable feedback .
          • Obtain and use data from customers of competitors/benchmarks.
          • Evaluate and improve satisfaction determination processes to keep them current with changing needs and directions.
      After... Some (not all) of the multiple requirements are listed in smaller black text above.
    • 4 Measurement, Analysis, and Knowledge Management (90 Points)
      • 4.1 Measurement, Analysis, and Improvement of Organizational Performance: How do you measure, analyze, and improve organizational performance? (45 points) The organization must measure, analyze, align, and improve its performance through the use of data at all levels and in all parts of your organization. Use the results of reviews to evaluate and improve processes.
        • Performance Measurement
          • Select, collect, align, and integrate data and information for tracking daily operations, organizational performance, and progress relative to strategic objectives and action plans, and financial measures .
          • Select comparative data and ensure effective use in daily operations (support effective decision making and innovation)
          • Keep performance measurement systems current with changing needs and unexpected external changes.
        • Performance Analysis, Review, and Improvement
          • Review organizational performance and capabilities. Use these reviews to assess organizational success, competitive performance, progress relative to strategic objectives and action plans, and the organization’s ability to respond rapidly to changing needs.
          • Translate organizational performance review findings into priorities for continuous and breakthrough improvement and innovation . Deploy these priorities to work group and functional operations and appropriate suppliers and partners [feeder schools] to support decision making and organizational alignment.
          • Use organizational performance reviews to evaluate and improve key processes
      Some (not all) of the multiple requirements are listed in smaller black text above.
    • 4 Measurement, Analysis, and Knowledge Management (continued)
      • 4.2 Management of Information, Information Technology, and Knowledge: How do you manage information , information technology, and organizational knowledge? (45 points) The organization ensures the quality and availability of needed data, information, hardware, and software for its workforce , suppliers/partners, and customers; and builds and manages its knowledge assets
        • Management of Information Resources
          • Ensure the needed data and information are available and accessible
          • Ensure hardware and software are reliable, secure, and user friendly
          • Ensure the continued availability of data and information and hardware and software systems in an emergency
          • Keep data availability mechanisms (including hardware and software) current with changing business needs and directions and changes in technology
        • Data, Information, and Knowledge Management .
          • Ensure data accuracy (correctness), integrity (completeness) and reliability (consistency), timeliness (available when needed), and security (free from attack) and confidentiality (free from inappropriate release).
          • Collect and transfer organizational workforce, customer, supplier, partner, and collaborator knowledge. Identify and share best practices, use knowledge for strategic planning
      Some (not all) of the multiple requirements are listed in smaller black text above.
    • 5 Workforce Focus (85 Points)
      • 5.1 Workforce Engagement: How do you engage your workforce to achieve organizational and personal success ? ( 45 points) Engage, compensate, and reward the workforce to achieve high performance. Develop the workforce, including leaders, to achieve high performance. Assess workforce engagement and use the results to achieve higher performance.
      • Workforce Enrichment
        • Determine the key factors that affect workforce engagement and satisfaction .
        • Foster a culture conducive to high performance to promote skill sharing, cooperation, effective communication (including two-way), individual goal setting , empowerment, initiative, and innovation.
        • Workforce performance management system uses compensation, reward, recognition, and incentive practices to reinforce a customer and business focus and achievement action plans [formerly 5.1b]
      • Workforce and Leader Development
        • 1,2 Workforce and leadership development and learning system address the following: the needs for identified by the workforce; personal leadership attributes; core competencies, strategic challenges, and action plans; [licensure and recredentialing requirements] performance improvement, technological change, and innovation; multiple development opportunities; and reinforcement of training in the job.
        • Evaluate the effectiveness of workforce and leader development
        • Manage workforce career progression and leadership succession planning
      • c. Assessment of Workforce Engagement
        • Assess workforce engagement and satisfaction
        • Relate finding to business results to set improvement priorities
      Some (not all) of the multiple requirements are listed in smaller black text above.
    • 5 Workforce Focus (continued)
      • 5.2 Workforce Environment: How do you build an effective and supportive workforce environment? (40 points) Manage workforce capability and capacity to accomplish the work of the organization. Maintains a safe, secure, and supportive work climate.
      • a. Workforce Capability and Capacity
      • (1) Assess your workforce capability and capacity needs, including skills, competencies, and staffing levels [5.1c(1)]
      • (2) Recruit, hire, place , and retain new (staff) workers. Ensure that your workforce represents the diverse ideas, cultures, and thinking of the hiring community? [5.1c(2)]
      • (3) Manage and organize work force to accomplish the work of your organization, capitalize on the organization’s core competencies, reinforce a customer and business focus, exceed performance expectations, address your strategic challenges and action plans , and achieve the agility to address changing (organizational) [health care and] business needs [5.1a(1)]
      • (4) Prepare the workforce for changing capability and capacity needs. Manage the workforce, its needs, and organizational needs to ensure continuity, to prevent workforce reductions, and to minimize the impact of workforce reductions, if they do become necessary
      • b. Workforce Climate
      • (1) Ensure and improve workplace health, safety, and security. Define performance measures and improvement goals for each of these workplace factors. Highlight significant differences in these factors, measures, or targets for different workplace environments. [5.3a)1)]
      • (2) Support the workforce via policies, services, and benefits; tailored to the needs of a diverse workforce and different workforce groups and segments. [5.3b(2)]
      Some (not all) of the multiple requirements are listed in smaller black text above.
    • 6 Process Management (85 Points)
      • 6.1 Work System Design : How do you design work systems ? ( 35 points) Determine core competencies and design work systems and key processes to deliver customer value, prepare for potential emergencies [formerly 6.2b(2)], and achieve organizational success and sustainability.
        • Core Competencies
          • Define core competencies and how they relate to mission, competitive [or collaborative] environment, and action plans.
          • Design and innovate overall work systems. Decide which processes will be internal and which will use external resources.
        • Work Process Design
          • Define key work processes that relate to core competencies and show how they contribute to delivering customer value, [student learning and success], organizational success, and sustainability. [6.1a(1)]
          • Determine/define key work process requirements, incorporating input from customers, suppliers, partners, and collaborators. [Anticipate and prepare for individual differences in student learning capabilities, rates, and styles. Engage all students in active learning.] [6.1a(2) and 6.2a(2)]
          • Design and innovate work processes to meet key requirements, incorporating new technology, organizational knowledge, and the potential need for agility. [Address sequencing and linkages] Incorporate [health care outcomes,] cycle time, productivity, cost control into the design of these processes. [6.1a(3 and 6.2a(3)]
        • Emergency Readiness. Ensure work system and workplace preparedness for disasters or emergencies. Consider prevention, management, continuity of operations, [evacuation,] and recovery .
      Some (not all) of the multiple requirements are listed in smaller black text above.
    • 6 Process Management (continued)
      • 6.2 Work Process Management and Improvement: How do you manage and improve your key organizational work processes? (50 points) Implement, manage, and improve key work processes to deliver customer value, achieve organizational success and sustainability.
      • a. Work Process Management
      • Implement work processes to ensure that they meet design requirements. Consistently operate work processes to meet key process requirements. Use input from [ students, stakeholders, patients] customers, suppliers, partners, and collaborators in managing these processes, Use key performance and in-process measures to control/improve work processes.
      • [Address and consider each patient’s expectations. Explain likely outcomes to set realistic patient expectations. Factored patient decision making and preferences into the delivery of health care services]
      • [Prevent variability in work processes that may lead to variations in student learning.] Minimize costs associated with inspections, tests, and audits. Prevent (rework and errors, including medical errors?) errors, and rework and minimize warranty costs or customers’ productivity losses.
      • Work Process Improvement. Improve work processes [to maximize student success] to achieve better performance, reduce variability, improve [health care services/outcomes ] products and services, and to keep the processes current with business needs and directions? [Incorporate a measurement plan that makes effective use of formative and summative assessment] Share improvements and lessons learned with other organizational units to drive learning and innovation.
      Some (not all) of the multiple requirements are listed in smaller black text above.
      • Results (450 Points)
      • The Results Category examines the organization’s performance and improvement in areas important to organizational success.
        • 7.1 Product and Service [Student Learning] [Health Care] Outcomes: What are your product and service performance results. (100 points) Report the trends and indicators of product and service outcomes broken out by appropriate customer groups and market segments. [Include results mandated by regulations, accreditors or payors.]
        • 7.2 Customer-Focused Outcomes: What are your customer-focused performance results? (70 points)
          • a1. Report customer/stakeholder [student] [patient] satisfaction and dissatisfaction.
          • a2. Report the perceived value of customers and other customers broken out by appropriate customer groups and market segments.
        • 7.3 [Budgetary] Financial and Market Outcomes: What are your financial and market results? (70 points)
          • a1. Report key financial outcomes (e.g., return on investment, [cost containment], asset utilization, operating margins, and value added per worker)
          • a2. Report market share, organizational growth, and new markets as appropriate.
        • 7.4 Workforce-Focused Outcomes: What are your human resource results? (70 points) Report on measures/indicators of:
          • a1. Workforce engagement, satisfaction, and development (including leaders)
          • a2. Workforce capability and capacity , including staffing levels, retention, and skills
          • a3. Workforce climate, including workplace health, safety, and security and workforce services and benefits
    • 7 Results (continued)
      • 7.5 Process Effectiveness Outcomes: What are your organizational effectiveness results? (70 points)
        • a1. Report on operational performance of work systems processes (e.g., innovation rates, acceptance results, just-in-time delivery ratings, supplier performance, job simplification, work layout improvements). Report on work system and workplace preparedness for disasters and emergencies.
        • a2. Report on operational performance of key work processes including productivity, cycle time, and other appropriate measures of effectiveness, efficiency, and innovation .
        • 7.6 Leadership Outcomes: What are your leadership results? (70 points)
        • a1. Report on accomplishment of organizational strategy and action plans.
        • a2. Report on key indicators of ethical behavior and of stakeholder trust in the senior leaders and governance. Report results for breaches of ethical behavior.
        • a3. Report on current findings and trends in fiscal accountability.
        • a4. Report on regulatory and legal compliance.
        • a5. Report on indicators of organizational citizenship in support of key communities.
      • Include appropriate comparative data––define what “good” means
    • Strength 2.1a(2) Prior to the initiation of the strategic planning process, an evaluation of the prior planning cycle is conducted to identify flaws in projections or assumptions used in the planning process [ A-M , L ] Where flaws are detected, assumptions are refined through the collection of additional input from specialists in the subject area [ A-M, L ]. The Strategic Planning Process has been refined each year since 1990 through these annual evaluations to expand key steps [ L ] , including a more rigorous Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis [ A-M ] . In 2001, the Strategy Matrix was introduced [L] to improve alignment of the applicant’s Vision, Mission, and Values with its key strategic challenges, strategic objectives, action plans, and goals [I] . Subsequent refinements include the integration of competitive success factors (P.2a[2]), key stakeholders, and the Approach-Deployment-Learning-Integration concept [A-M, L, I ] . The organization also implemented a mechanism to check strategic objectives for understandability at all levels [D] by asking randomly selected workers to explain the meaning of strategic objectives and their role in achieving them [ L ] . Where more than 5% of workers fail to explain the objective accurately, additional information is provided through rewording, explanatory notes, and/or direct communication in the company newsletter [ A-M , L, D ].
    • 2.1b(2) It does not appear that the strategic objectives specifically address all of the challenges the organization faces (e.g., challenges associated with the sophistication of the American palate, heightened interest in food safety, or intensified government impact through increased mandates and their associated cost impacts). In addition, it does not appear that the strategic objectives balance short- and longer-term challenges and opportunities and the needs of all key customer groups, such as families, business patrons, and tourists. [ A-M , D] The failure to address these elements may introduce blind spots that may create a flawed plan that may make it difficult to achieve vision and sustain its leadership position. [so what] OFI