Application Workshop – Session Two May 10, 2011

1. Application Workshop – Session TwoMay 10, 2011

2. Sponsors

3. Workshop Agenda • Networking • Comments & Questions – Organizational Profile • Category 1 – People • Item 1.1 – Leadership System • Items 1.2 & 1.3 – Workforce Engagement • Item 1.4 – Governance System • Item 1.5 – Results/Impact • Interim “Assignment” • Questions

4. Comments & Questions – Organizational Profile

5. Session Objectives • By the end of the session, participants are expected to: • Understand the criteria requirements/nuances for all items in Category 1 - People • Develop initial self-assessment data in key items/areas to address utilizing the Approach-Deployment-Results continuum • Know where to turn for assistance in working on this self-assessment process

6. ONE V Criteria

7. Criteria Overview Organizational Profile 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? People Mission-Driven Community Impact Leadership System Workforce Engagement Governance Process Work System Design Creating Value Support Systems Customer Engagement Strategic Planning Measurement/Data Principles

8. Critical Concepts • Systematic - approaches that are • Well-ordered • Repeatable • Use data/information to enable learning • Process - linked activities that • Produce a product or service for a customer (user) within or outside the organization. • Combine people, tools, techniques, machines and materials in a defined series of steps or actions

9. Using A-D-R • Approach (A) • What is our existing approach? Is it formal or informal? Is it systematic, sporadic or reactive? • Are the expected results/impact clearly defined? • Deployment (D) • What is the level of understanding of the approach by those engaged in implementation? • What is the extent of the actual deployment of the approach? What still needs to be done? • Results (R) • What measurable results do we have to reflect performance and impact? Comparative data?

10. Category 1 - People

11. Item 1.1 – Leadership System

12. Item 1.1-1 - VMV Deployment • Key Elements • Who are your “senior leaders?” • Multiple, aligned approaches (customized by audience/segment) to facilitate understanding • Deployment of approaches – who is involved, what are the methods? • Assessment of understanding

13. Item 1.1-2 – Two-Way Communication • Key Elements • Emphasis on “senior leaders” role • “Encourage” relates to culture • Formal and informal • Dialogue driven • Systematic vs. situational/reactive

14. Table Exercise – Two-Way Communication • Identify the 2-3 key systematic approaches (formal and informal) your organization’s leaders utilize to ensure effective two-way communication between leaders and staff at all levels on an ongoing basis. Describe the extent of deployment of these approaches. How do you assess the effectiveness of these approaches? • Share with your peers for feedback • 10 minutes

15. Item 1.1-3 – Legal/Ethical Behavior • Key Elements • Emphasis on leaders role • Promote vs. expect – active role • All organizational activity - systemic

16. Item 1.1-4 – Community Goal Alignment • Key Elements • Emphasis on leaders • Role and actions they take • Messages they send • Community goals - role player in a larger system of development of community “quality” • Alignment, Contribution • Link to planning and decision making • Looking beyond organizational “walls”

17. Item 1.1-5 – Sustainability • Key Elements • Emphasis on leaders – roles, actions, messages • Strategic action • Impact driven action, not just situational • “Key” – decisive influence on organizational sustainability • Create a sustainable organization • Equipped to meet present and future requirements • More than just funding – succession, core competencies, non-financial resources, etc.

18. Item 1.2 Workforce Engagement

19. Item 1.2-1 – Workforce Recruitment • Key Elements • Recruiting approach/process vs. recent hiring • Employees and Volunteers – differentiated approaches for different workforce segments? • Required Skills • Technical • Job specific capabilities • Core competency related • Culture • “Fit” with the organization?

20. Item 1.2-2 – Workforce Retention • Key Elements • Systematic approach(es) rather than situational response • Employees, Volunteers – segment-related differentiation

21. Table Exercise – Workforce Retention • Describe the formal and informal actions your organization undertakes to intentionally support retention of employees. Do the same for volunteers. Identify any unique elements or approaches you take due to key requirements of certain segments. Are these systematic processes? What results do you monitor related to retention? • Share with your peers for feedback • 10 minutes

22. Item 1.2-3 – Training and Skill Sharing • Key Elements • Systematic approach vs. situational response • Identify training needs • Ongoing, proactive process to determine needs rather than react to circumstances • Ensure skill sharing • Proactive process • Leveraging what you have and know within your “walls”

23. Item 1.3Workforce Engagement

24. Item 1.3-1 – Key Factor Determination • Key Elements • Determination process • Workforce members (segments and overall) perspective rather than leaders’ perspective • Key factors • Prioritization based on data – “key” versus all factors • Overall, possibly segmented • Satisfaction • Overall work/volunteer experience, not just compensation related

25. Item 1.3-2 – Satisfaction Assessment • Key Elements • Assessment – formal and informal approaches • Overall experience • Key factors • Employees/Volunteers • Differentiation of approaches where segment-level key factors require

26. Table Exercise – Satisfaction Assessment • Describe the formal and informal actions your organization undertakes to assess and quantify levels of overall employee satisfaction. Do the same for volunteers. Identify any unique elements or approaches you take due to key requirements of certain segments. Are these systematic processes? What are the key results from these processes that you review as leaders? • Share with your peers for feedback • 10 minutes

27. Item 1.3-3 – Using Assessment Findings • Key Elements • Use of assessment findings • Systematic vs. situational • What happens once the assessment results are received? • Make improvements • Based on analysis, what is the systematic process for making changes happen?

28. Item 1.4Governance System

29. Item 1.4-1 – Governance System • Key Elements • Look at this from the perspective of the overall governance system • Address, not react – systematic, proactive • Ethical Behavior – ties to 1.1-3 • Fiscal Accountability – external perspective • Good Stewardship – emphasis on public funds • Transparency – openness, access, availability • Internal Controls – operating system oversight • Selection/Disclosure – systematic, criteria-based

30. Item 1.4-2 – Governance System • Key Elements • Systematic, criteria-based approach • Improve, not just evaluate • Continuously strengthen effectiveness • Seek external best practices/changing requirements

31. Table Exercise – Governance System • Describe the formal and informal approach(es) you utilize to assess your organizational governancesystem and Board effectiveness. Is this systematic? What data do you collect? How are improvement opportunities determined and implemented? • Share with your peers for feedback • 10 minutes

32. Item 1.5Results/Impact

33. Item 1.5-1 – People Results/Impact • Key Elements • “Key” Results Selection – 4-7 most important results for category maximum • What you say is important is important • Consider Organizational Profile, Organizational “Scorecard,” Strategic Objectives, Board priorities, etc. • Levels and trends • Most recent result - level • Historical results – at least annual, monthly or quarterly • Measures (data) • Data completes the A-D-R continuum • Don’t describe results in lieu of including actual data

34. Item 1.5-1 – People Results/Impact • Leadership Effectiveness – Item 1.1 • VMV deployment – employee surveys, customer surveys, volunteer surveys, leadership feedback, complaints, etc. • Two-way communication – assessment results through instruments similar to above • Promotion of legal/ethical behavior – participation in training, outside/independent recognition • Community goal alignment – evidence of contribution, perception through survey assessment tools above • Sustainability – successful completion of key strategic projects and related impact

35. Table Exercise – Leadership Effectiveness Results • What are the key data you collect that reflects leaders’ effectiveness as described by the areas to address in Item 1.1? What gaps do you have? What comparative data do you have? • Share with your peers for feedback • 10 minutes

36. Item 1.5-2 – People Results/Impact • Workforce “Management,” Well-Being, Satisfaction – Items 1.2 & 1.3 • Turnover rates, training participation, job satisfaction data, volunteer contribution, economic impact of volunteer engagement, etc. • Satisfaction survey results – overall and by key segment • Survey feedback related to performance in addressing workforce groups “key factor” requirements

37. Item 1.5-1 – People Results/Impact • Governance Results • Fiscal Accountability, Stewardship • Audit reports, audit exceptions, internal review findings, operational assessments, public funding source reviews, etc. • Regulatory Compliance • Audit reports, compliance assessments, agency reviews, inspections, outside assessments • Legal/Ethical Behavior • Outside reviews, incidents reported/resolved, absence of incidents, community perception feedback, complaints, internal assessment surveys

38. Questions

39. Interim Assignment

40. 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 2 - Principles

41. Next Meeting – May 24Category 2 - Principles

42. Application Workshop – Session TwoMay 10, 2011