s23_implementing an internal self-assessment program_ltc2013

7/29/2019 S23_Implementing an Internal Self-Assessment Program_LTC2013

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Designing the Road to Success

Moderated by Denny Silvio

Quality and Continuous

Improvement Program

QCIP

2013 Louisiana Transportation Conference

Feb. 19, 2013


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Tracks

Track 1 Strategic Planning and key

Performance Measures Wade Lester

Track 2 Implementing an internal self-

assessment program Mark St.Cyr and Sherry

Dupre

Track 3 Facilitation Techniques Joe Wills


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You will learn

How to create realistic and useful

performance measures to gauge your

progress.

How to conduct an organizational self-

evaluation with improvement action plans

Tips on how to effectively facilitate a meeting


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Establishing Performance Measures

Wade Lester

Quality and Continuous

Improvement Program

QCIP

2013 Louisiana Transportation ConferenceFeb. 19, 2013


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Performance Management

Strategic Planning Process

Linkage Between Goals and Objectives

Introduction To Performance Measurement

Developing Performance Measures

Reporting Results

Evaluating and Responding to Results

Lessons Learned


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Strategic Planning Process

Key questions:

1. Where are we now?

2. What makes our organizationunique?

3. Where do we want to be?4. How do we get there?

5. How do we measure progress?


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1. Where are we now?

Internal Assessment

External Assessment

Strategic Planning Process (contd)


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2. What makes the organization unique?

Vision

Mission

Values


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Value Examples

We are committed to earning the publics trust,

holding to the highest moral, ethical and professional

standards.

We respect our co-workers for their dedication, skills,diversity and responsible actions

We strive for high quality, ensuring the best product

possible


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3. Where do we want to be?

Goals

Goals are broad

States the end Result Long term

Objectives (S.M.A.R.T)


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DOTDs Goals

Continually improve the performance of DOTD.

Deliver cost-effective products, projects, and services in a

timely manner.

Enhance the safety and well-being of our citizens, visitors, andstaff.

Improve customer service and public confidence.

Effectively develop and manage our human resources.

Efficiently manage DOTDs financial resources.


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Stimulate Goal Setting

Where do we want to go?

In what direction should theorganization be heading?

What do we want ourorganization to be like by (year)?

What issues are we in the bestposition to address?

What programs or activities doour strengths support?

How can we successful in thefuture?

How can we better meet theneeds of our customers?

How should current programsand activities be changed?

Should some be eliminated?

Should some be expanded?

What new programs or activitiesshould be developed, either tostand alone or support existing

programs or activities?


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Properly stated goals:

Balance with Vision, Mission, and Values

Provide Direction

Address Policies and Priorities

Reflect Strategic Direction

Reflection of internal/external assessment

Longevity

Challenging, Realistic and Achievable

Prioritized


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Objectives

Specific and measurable targets for

accomplishment


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S

M

A

R

T

pecific

easurable

ttainable

esult

imed

Writing Performance Standards


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4. How do we get there?

Strategies

Methods to accomplish goals and objectives

Action Plans Detailed descriptions of how strategies will be implemented


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Strategies and Action Plan Example

Increase customer satisfaction from 60% to 80%.

Develop survey for limited number of customers

Distribute surveys

Analyze data Evaluate data to identify improvements


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5. How do we measure our progress?

Accountability


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Introduction to Performance

Measurement

Benefits

Improves Decision Making

Enhance Accountability

Supports Strategic Planning Determine Best Use of Resources


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Introduction to Performance

Measurement Benefits

Performance Measurement Improves Decision Making

Performance Measurement Improves Internal Accountability

Performance Measurement Enhances Public Accountability

Performance Measurement Supports Strategic Planning andGoal Setting

Performance Measurement Allows Entities To Determine The

Best Way To Use Resources


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Definition of Performance Measures

Performance Measures are the tools used to

measure the performance, progress, and

accomplishments of policies, plans and programs.


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Before Measuring, Ask Questions

1. What decision does this support?

2. What really is being measured?

3. Why does this matter to the decision being made?


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Use Performance Measures

to Gauge Performance

Types of Performance measures/indicators

Input

Output

Outcome

Efficiency

Quality


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Use Performance Measures to Gauge

Performance (contd)

Input Indicators

Resources that go into providing services or operating

programs


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Performance (contd)

Output Indicators

Amount of products/services provided or customers

served

Often paired with inputs to provide a comparison


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Performance (contd)

Outcome Indicators

Results achieved from the outputs

Measure long term success


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Performance (contd)

Efficiency Indicators

Ratio of inputs to outputs or outcomes (or vice versa)

Measure productivity or cost effectiveness


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Performance (contd)

Quality Indicators

Evaluates service

Measures excellence

Effectiveness in meeting stakeholder expectations


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Review & Update

Performance Indicators

Good performance indicators evolve & improve with time

Update as necessary


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Review & Use of


Collect & report data consistently


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Document Performance Indicators

To provide a clear view of progress toward an objective:

at least one input and output indicator and

at least one outcome, efficiency, or quality indicator


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Track & Update


Set up a routine method for monitoring & reporting

performance

Usually a bottom-up process


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Why Performance Measures???

What gets measured, gets managed;

What gets managed

gets done.

Peter Drucker


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Questions & Answers


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Implementing a Self-AssessmentProgram in Your Organization

Mark St. Cyr & Sherry DupreQuality and Continuous

Improvement Program

QCIP



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Implementing a Self-Assessment

Program

Overview of presentation:

There are specific steps required to administer a successful selfassessment program:

Part One Organizational ReadinessPart Two Program Development

Part Three Implementation

Part Four Marketing

Wrap up Practical Examples from DOTD Operation 57 project


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Part One: Organizational Readiness

To ensure a successful program, three criteria must be

in place to establish the framework:

Must #1Organization must have desire to improve their

performance.

Executive Sponsorship

Engaged Leadership


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Must #2

Organization must understand factors that affectsuccess.

What external factors impact our performance? What organizational/internal factors affect our

performance?

What project or task specific factors impact ourperformance?


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Must #3

Organization must have documented goals and

objectives.

Strategic Planning

Scorecards

Individual Objectives


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Part Two: Program Development

Developing a standard self assessment template andmethodology

Interview executive sponsors

Cascade down the strategic planning goals into each

review Identify standard organizational measures

What policies and procedures govern the area

Internal controls

Develop a Communication Plan

Develop a Reporting Template


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Part Three: Implementation

How is the Program applied throughout the

organization?

Plan, Plan, Plan

Perform Pilot Review

Train all involved parties


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Part Three: Implementation

How is a specific review handled?

One size does not fit all

Train and communicate

Solicit information from all levels of staff Analyze results

Issue Report

Trend Results


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Part Four: Marketing

Implement Communication Plan, including

development of a catchy name for program

Develop core audience to receive all reports

Promote quick wins

Solicit and publish feedback from the

customer

Shameless Self Promotion


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Practical example

Operation 57


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Operation 57

Mission

Review all 57 sections of the department and

identify what is needed to achieve and sustain

peak performance.


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Operation 57: Goals

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Goal No. 1 Increase each sections level of

awareness

Goal No. 2 Create a repository of key

documents


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Operation 57: Areas of Review

We developed seven categories for review:

Administrative

People

Facilities Efficiencies

Maintenance

Financial Controls

Inventory


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Operation 57: Methodology

Meet with Program Head and/or Section Head

to explain process and set deadline

Host kickoff meeting with entire section to

explain Operation 57

Section populates the Operation 57 template

and uploads relevant documents into

SharePoint

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Operation 57: Methodology (contd)

Perform a SWOT with section members

Reporting

Sections will be prompted to update

information annually


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Operation 57: Completed Sections

QCIP (Pilot)

Compliance Programs (Secretarys Office)

Audit & Quality Control (Management & Finance)

Human Resources (Management & Finance)

Ports Priority Program (Multimodal)

Pavement & Geotechnical (Engineering)

Traffic Engineering Development (Engineering)

Traffic Engineering Management (Engineering) Environmental (Engineering)


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Operation 57: SWOTs

Pavement & Geotechnical Section SWOT

Human

Resources

Section SWOT


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Operation 57

FEEDBACK


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Susan Pellegrin,

Human Resources Director

We have implemented a new FY Objective which

directly relates to our Sections Operation 57 SWOT

analysis. I look forward to the improvements that will

result for our Section.


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Stephanie Ducote,

Compliance Programs Director

The value of the Operation 57 Program was very

good. Since Operation 57, regular monthly Staff

Meetings are held and each month a different Unit is

responsible for organizing and conducting themeeting.


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Randall Withers, Ports Priority

Program Section Head

Operation 57 provided us the knowledge to realize the

areas of opportunities that we had not focused on or

need to focus more on.

How will we define


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The end goal for Operation 57 is to create a knowledge

management system that is a repository of key

documents and statistics for all sections.

This will provide a transparency of information across

the Agency.

How will we define

success?

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Questions?


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Facilitation Techniques


Joe WillsQuality and Continuous

Improvement Program

QCIP

Why do I need to learn about


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Much of what we do, such as developing strategic

plans and program goals, creating SOPs, operation

manuals, etc. requires us to work with teams of

our fellow employees.

Facilitation techniques are a valuable tool to

employ for successful teamwork.

Why do I need to learn about

facilitation?


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A facilitator is a catalyst for change-

you are not a part ofthe change-your audience is the change. You help the

group to:

Define goals

Assess resources to meet their goals

Keep meetings on track

Preserve records of teams work

Manage conflict & encourage interaction

What is a Facilitator?


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Why will I benefit from learning how

to Facilitate?

May need to actually facilitate

Provides an alternative leadership

approach from the command approach Improve your social interaction skills

even in non-facilitation situations

This Mornings Executive


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This Morning s Executive

Summary

Core Practices What a facilitator is not

Roles

Best (and worst) Practices

Conducting a facilitation session

Challenges


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Facilitator Roles & Responsibilities

Guiding group discussions to keep meeting on track.

Making sure that assumptions are stated and tested.

Using consensus to help a group make decisions that

take all members opinions into account.


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Core Facilitation Practices

Stay neutral on content:

Focus on the process role and avoid the temptation of offering

opinions.

Listen actively:

Look people in the eye when they speak, use attentive body

language, and paraphrase what the speaker is saying.

Continued


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Ask questions:

Questions test assumptions, invite participation, gather

information, and probe for hidden points.

Paraphrase:

This involves repeating what people say to make sure they

know they are being heard and to clarify ideas.

Continued


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Synthesize ideas: Get people to comment and build on each others thoughts to

ensure the ideas recorded represent collective thinking.

Use the flip chart:

Will help keep track of emerging ideas as well as final

decisions. You may want to get an assistant as your scribe.

Continued


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Keep time: This will help keep the group on track. Time guidelines should

be established for each agenda item.

Summarize periodically:

Summarize when you want to revive a discussion that has

stopped or needs to be wrapped up.


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Core Facilitation Value-Respect

Sincerity

Full Disclosure

Ask, dont tell, when possible

Observe & listen

Respect all your participants


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Facilitators Roles

A facilitators role is:

Encouraging Dialogue

Guiding the Groups Process

Increasing Participation and Inclusion

Keep the group on-topic


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Roles

Role Model Catalyst

Meeting Manager

Trainer Guide

Peacemaker

Coach

Active Listener

p 6


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Good Practices

Assess needs of members

Probe feelings

Create an open and trusting atmosphere

Help participants understand why they are there

View yourself as a servant of the groups needs

Make members the center of your attention

Speak in simple, direct, language

Try to stay neutral

Display energy and assertiveness when appropriate

Treat all participants fairly and with dignity

Stay flexible and ready to change directions

Listen

Periodically summarize and paraphrase-Write it on the board End meetings with clear understanding of steps for next meeting

End on positive optimistic note

(Contd)


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Not so good Practices

Making yourself the center of attention

Getting defensive

Getting into personality battles

Making fun of or putting people down

Let a few people dominate

Getting lost in the weeds

Not knowing when to stop (too short or too long)

Insensitivity to cultural variations or inappropriate use of humor


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During a Facilitation Session

Agenda, sign-in sheet, handouts

Ensure all members participate

Manage conflicts

Keep group on topic* (Park off topic items)

Create & enforce ground rules

Intervene if there is a problem

Maintain a high energy level

Set a positive tone


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Ending Meetings

Summarize what was accomplished

Give assignments

Set next meeting or explain to group the next

step

Challenging (problem) members


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Challenging (problem) members

The Non-Participant-May wait until theend, or even after the end, then try to

torpedo you. Try to draw him out and

record his objections or lack thereof

Continued


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Challenges

The Competing Agenda-Need to bring to surface,sometime compromise or incorporation is possible,

sometimes it can be parked for future action

Continued


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Challenges

The Antagonistic Agenda(s)-You cant please everyone


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An effective facilitator will.

.leave a group convinced Wedid it ourselves!

..and want to call you for future

help.

?


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Questions?

s23_implementing an internal self-assessment program_ltc2013

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