2015 Pre-Examiner Training and Preparation Course The Journey Begins (Continues)!
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Transcript of 2015 Pre-Examiner Training and Preparation Course The Journey Begins (Continues)!
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2015 Pre-Examiner 2015 Pre-Examiner Training and Training and
Preparation CoursePreparation Course
The Journey Begins (Continues)!
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Before We Begin….Before We Begin….
Parking Parking LotLot
Logistics•Safety•Location of exits•Use of phone (please place on stun)•Restrooms•Parking Lot
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Complete Training Evaluation Forms AND
Plus/Delta
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Quality Texas Meeting Quality Texas Meeting BehaviorsBehaviors
• Be respectful
• Share openly
• Have only one conversation at a time
• Mute phones
• Return from breaks on time
• Take care of personal needs
• Clean up after yourself
• Stay on point
• Work toward consensus
• Understand that silence means affirmation
• Employ “ELMO” as needed
• Have fun
Ground Rules
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Learning Outcomes Gain an understanding of the
Framework; Review
Apply the Six-Step Independent Review Process to an Award Application;
Choosing Key Factors, Strengths/OFIs, Scoring, and Key Themes
Write Better Feedback Comments Using the Comment Guidelines
Improve your BRAND!
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Course Overview Tuesday – Quick review of the
Baldrige Framework; Review the Organizational Profile; Key Factors; Discuss Six-Step IR Process; Review Items 1.1
Wednesday – Six-Step IR Process; Items 2.1 and 5.2
Thursday – Six-Step IR Process; Review 7.1 and 7.5; Scorebook Navigator Class
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Introductions – Introductions – At At Your TableYour Table
• Who you are!– Name / City
• What you do!– Organization– Job title
• Experience with QTF or Baldrige Criteria
• Your expectations of this Training
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About Quality Texas
Laying Concrete
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Quality Texas Foundation
Mr. Ryan Gonzales, Director of Operations
[email protected]; (512) 940-8282
Ms. Lin Wrinkle, Director of Administration
[email protected]; (512) 818-3901
Dr. Mac McGuire, Chief Executive Officer
[email protected]; (512) 656-8946
201 Woodland Park, Georgetown, Texas 78633-2007
www.quality-texas.org
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Key Facts About Quality Texas Foundation
President Reagan concept 1987-1989; Mac Baldrige - Secretary of Commerce; died in rodeo accident
State Concept 1990; Started 1992; Endorsed by then Governor Ann Richards; November 1992 huge kickoff in Houston
Founded in 1994 as a 501(c)3 not-for-profit corporation
Full-time staff of two people; one person part time; around 300 state-wide volunteers
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Key Facts About Quality Texas Foundation
Funded through Memberships and Sponsorships, Customized training workshops, Performance Excellence Program participant fees,
Annual Texas Quest Conference
Recognized as the most effective state program, with more Baldrige recipients than any other state (19); 52 state winners
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QTF’s Vision and MissionQTF’s Vision and MissionVision: The Quality Texas Foundation, the preeminent state program, will continue to lead the way nationally in innovation by establishing Communities of Excellence (CoE) throughout the state.
Mission: QTF exists to assist individuals and organizations in their continuous improvement efforts thereby positively impacting our communities, state, and nation.
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Services We Provide• Assessment; Feedback. Recognition and Awards
• Examiner Training (You are here!)
• Applicant Training (how to apply; how to write; how to assess; site visit training; COE)
• Training and Coaching Solutions
– Customized training and coaching based on customer needs within their organization
– Public training workshops
• Membership Levels w/various benefits per level to
include Corporate/Individual options with discounts
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Why Organizations Apply• Outside evaluation of organizational goals, objectives, and values
• Improve financials and employee engagement
• Helps build a common, holistic, and systematic view of the organization
• Framework provides a common language and standardized method to examine processes and performance; Receive objective feedback
• Tracks progress – Get to the “next level” of performance
• Fosters benchmarking within and across industries
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ASSESSMENT PROCESS
RESOURCES
NEXT STEPS
• FEEDBACK REPORT FOR JUDGES (Award) & APPLICANT (all levels)
• RECOMMENDATION TO BOARD OF DIRECTORS (Award Level only)
• JUDGES REVIEW (Award)
• BOARD OF DIRECTORS DECISIONS (Award)
• FEEDBACK TO APPLICANT (all levels)
• ANNUAL AWARDS CEREMONY (all levels)
• Criteria Books• Application•QTF Website•QTF Staff
CORE VALUES
• Systems Perspective• Visionary Leadership• Customer-focused excellence• Valuing People• Organization Learning & Agility• Focus on success
Indepe
ndent
Review
Consen
sus
Site V
isit
• Score• ID Key Factors Strengths & OFIs
• Determination of Site Visit Issues
• Consensus Scorebook
• Category Champion leads Consensus discussion and scoring
• Feedback Report
• Verify / Clarify
• Training
• Managing for Innovation• Management by Fact• Societal Responsibility
• Ethics and Transparency• Delivering Value and Results
• Review Criteria
• Read Application
• Attend Training
• Training• Scoring Guidelines • Scorebook Navigator• MBNQA Website
Six Categories – ADLI; One Category - LeTCI
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APPLICATION LEVELSAPPLICATION LEVELS
RESOURCES
SCORING FACTORS Process
Results
ENGAGEMENT COMMITMENT PROGRESS AWARD
• Org. Profile
• 10 Page App.
• No Site Visit
• Feedback Report
• Criteria • Glossary• Training• Scorebook
Navigator• Application
SCORES
PERFORMANCEEXCELLENCE
STRENGTHS
OPPORTUNITIES FOR IMPROVEMENT
ADLI (Basic)
LeTCI
• Org. Profile
• 20 Page App.
• No Site Visit
• Feedback Report
• Org. Profile
• 30 Page App.
• Site Visit (if Purchased by Applicant)
• Feedback Report
• Org. Profile
• 50 Page App.
• Site Visit
• Feedback Report
ADLI (Overall)
LeTCI
ADLI (some multiple)
LeTCI
Approach DeploymentLearningIntegration
LevelsTrendsComparisonsIntegration
APPLICATIONSRECEIVED October-March (5 cycles) OCTOBER
New Beginner Level (OP only)
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Examiners’ Roles and Responsibilities
• Provide analysis and feedback to lead the organization to the next level of maturity
• Examination Process Team Members– Examiners– Senior Examiners– Scorebook Editor– Back-up Team Leader – Team Leader– Process Coach
• Each team has a Subject Matter
Expert or two (Can be any role)
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Benefits of Being an Examiner
• Learn Quality Texas/Baldrige Performance Excellence Criteria; training and experience
• Learn validated best practices; leading organizations; all industry sectors
• Expand professional network; improve YOUR brand; valuable professional credential
• Develop assessment, analysis, writing, teamwork and leadership skills
• Give back to the community, state, and nation by helping organizations be successful through useful feedback (patriotism)
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Conditions of Conditions of InvolvementInvolvement
Absolute Essentials to the Credibility, Absolute Essentials to the Credibility, Success and Prestige of the Assessment and Success and Prestige of the Assessment and
Feedback ProcessFeedback Process• Commit to the entire process (until the feedback is presented to the applicant)
• Maintain Confidentiality
• Complete the Training and Case Study
• Honor Time Commitments
• Represent Quality Texas (not your organization)
• Follow Code of Conduct; Avoid Conflicts of
Interest
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Value for the Value for the Examiner/Sponsor Examiner/Sponsor
• Work with a diverse team; reach consensus
• Network with other quality/business experts to build professional friendships
• Understand/apply the Baldrige Framework to a variety of organizations; your own?
• Develop analytical/consensus-building skills
• Attend annual Texas Award Banquet and Conference (discounted rate) – June, 2016, Holiday Inn Riverwalk, San Antonio, TX
• Special recognition at conference
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Examiner Career PathExaminer Position
Time Experiences
Examiner 1-3 years BU TL, FBW, 1 SV, Examiner Training Each Year
Senior Examiner
4-6 years TL, 2 SV+, Examiner Training Each Year
Alumni Examiner
6+ TL, Process Coach, 3+ SV, Examiner Training Each Year
Various Committees
Judge 6+ TL, Process Coach, 3+ SV, Examiner Training Each Year
Various Committees
Board of Directors
6+ Corporate Sponsorship, TL, Process Coach, 3+ SV, Examiner Training Each Year Various
Committees
Fellow 10+ Dedication and Continual Volunteerism for QTF Issues
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QTF EXAMINATION& FEEDBACK PROCESS
INDEPENDENT REVIEW
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QTF EXAMINATION&
FEEDBACK PROCESS
CONSENSUS REVIEW
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QTF EXAMINATION& FEEDBACK PROCESS
Site Visit
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Walk Through Baldrige Framework Booklet
Take a look at your Baldrige Framework Book
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Baldrige Excellence Framework
• Criteria: Systems Perspective – 1
• Basic, Overall, Areas to Address – 2
• Point Values per Category/Item – 3
• Organizational Profile – 4-6• Categories 1-7 – 7-29• Scoring System – 30-33
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Baldrige Excellence Framework
• Process Scoring Guidelines – 34• Results Scoring Guidelines - 35• Responding to the Criteria – 36-38
• Core Values and Concepts – 39-43• Changes from 2013-2014 – 44-46• Glossary of Key Terms – 47-54
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QTF LEVELS
Award Levels 50 plus 5 (OP)
Progress Level 30 plus 5 (OP)
Commitment Level 20 plus 5 (OP)
Engagement Level 10 plus 5 (OP)
Beginning Level 5 (OP)
Award Next 50 + 5 (OP)
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How Do I Evaluate Process Items?
Process items are evaluated using four factors:
•Approach
•Deployment
•Learning
•Integration
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Approach (A)“Approach” comprises
• Methods used to carry out Process
• Appropriateness of methods vs requirements
• Effectiveness of the methods
• The degree to which the approach is repeatable and based on reliable data and information (i.e., systematic)
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Deployment (D)
“Deployment” is the extent to which •Your approach addresses item requirements relevant and important to the organization
•Your approach is applied consistently
•The approach is used by all appropriate work units
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Learning (L)Learning comprises•The refinement in approach through cycles of evaluation and improvement•The encouragement of breakthrough change through innovation, and,•The sharing of refinements and innovation with other work units and processes in the organization
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Integration (I)“Integration” is the extent which
•Your approach is aligned with organizational needs (OP/ processes)
•Your measures, information, and improvement systems are complementary across processes and work units
•Your plans, processes, results, analyses, learning, and actions are “harmonized” across processes and work units to support organization-wide goals
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Results: 45% of the Total Score
Results: 45% of the Total Score
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LevelsLevels – Current performance on a meaningful measurement scale
TrendsTrends – Numerical data that show the direction and rate of improvements (slope over time)
ComparisonsComparisons – Your performance relative to that of other appropriate organizations, competitors or organizations similar to yours; relative to industry leaders or benchmarks
IntegrationIntegration – Measures (segmentation) addressing important performance requirements relating to customers, products/services, markets, processes, or action plans identified in your OP and in process items; future performance; harmonization across processes and work units to support organization-wide goals
Results Evaluation Factors LeTCI
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Segmentation SegmentsSegments can be defined by, among other things:
Customers (students/families for Education; patients/families for HC)
Market or Product offerings By Location Workforce group (employees,
tenure, admin, hourly, etc.) Size of the group in
question
The applicant defines their segments (OP); we assess the results of those segments
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Comparisons
ComparisonsComparisons can be defined by, among other things:
•Inside the industry•Competitive comparisons•Outside the industry
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QTF/Baldrige Examination Process
TRUST THE PROCESS!(KEY TEACHING POINT)
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Step 1: Read the Criteria.
Read Baldrige Framework for Award Level
QTF Beginner,Engagement, Commitment, or Progress Level Criteria
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Step 2: Determine Most Relevant Key Factors
Four to Six Key Factors taken from OP, Eligibility, or from Application
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Step 3: Read & Analyze the Application
Read the Application
Mark as appropriate
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Step 4: Identify Strengths/OFIs
Around 6 commentsStrengths and OFIs
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Step 5: Write Feedback Ready
Comments Remember: NERD!
N – nugget of importance
E – evidence/example to support comments
R – relevance to the applicant
D – Done!
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Step 6: Determine the Scoring Range and
ScoreBest Fit
Don’t Block a Winner
Tie goes to applicant
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Scoring: Not like your previous education!
Go to Process Scoring Page 34
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UNDERSTANDING SYSTEMATIC APPROACHUNDERSTANDING SYSTEMATIC APPROACH
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UNDERSTANDING DEPLOYMENTUNDERSTANDING DEPLOYMENT
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UNDERSTANDING IMPROVEMENT/LEARNING/INNOVATIONUNDERSTANDING IMPROVEMENT/LEARNING/INNOVATION
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UNDERSTANDING INTEGRATIONUNDERSTANDING INTEGRATION
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Go to Results ScoringPage 35
What is different about Results Scoring?
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Questions to this Point??
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Examination
So let’s begin our Examination/Evaluation
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Importance of the Organizational Profile
• Reader’s digest version of the application
• Sets the stage for what the applicant says is important
• Frames our comments (feedback report), strengths/OFIs, scoring, and Key Themes
• Assists with our scoring band descriptors (Award)
• Do not read into or take away from what is stated
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How to determine Key Factors
• Review what the applicant says is important in the eligibility form
• Review the OP• Be aware throughout the application of other key factors that are discussed
• What is really important?• Do not rewrite the OP
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Exercise: Determine Key FactorsActivity Time (min)
1. Select a scribe, timekeeper and reporter (1)
2. Discuss at your table as a group your thoughts on the key factors for this applicant from the Organizational Profile
10
3. Highlight Key Factors from the OP and select a few to write down; Table Anchors guide this process
4. Record the requirements on chart paper
20
10
5. Report Out (1 minute per table) 5
45 Minutes Total
45 Minutes Total
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Step 1: Read the Criteria
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Exercise: Step 1 Read the CriteriaActivity Time (min)
1. Select a scribe, timekeeper and reporter
(1)
2. Discuss at your table, (group) your thoughts on the key requirements for this Item 1.1 from Baldrige Framework Manual
3. Review individually your assigned Criteria Item [1.1a(1), (2), (3), 1.1b(1), (2)]
4. Record the requirements on chart paper
5. Report Out (1 minute per table)
30
10
10
10
60 Minutes Total
60 Minutes Total
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Step 2: Determine Most Relevant Key Factors
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Exercise: Step 2 Determine the Most
Relevant Key Factors Activity Time (min)
1. Select a scribe, timekeeper and reporter (1)
2. Review individually your assigned Criteria Item [1.1a(1), (2), (3), 1.1b(1), (2)]
5
3. Discuss at your table as a group and come to agreement on the relevant 4 to 6 key factors for your assigned item.
4. Write your selected key factors on a flip chart for use in subsequent exercises (capture key words and phrases)
20
10
5. Report Out (1 minute per table) 1045 Minutes
Total 45 Minutes
Total
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Step 3: Read and
Analyze the Application
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Exercise: Step 3 Read and Analyze the
Application Activity Time (min)
1. Select a scribe, timekeeper and reporter (1)
2. Review individually your assigned Criteria Item (1.1a(1), (2), (3), 1.1b(1), (2)
20
3. Discuss at your table as a group your observations on the applicant’s response against the Criteria questions.
20
4. Report Out (1 minute per table?) 5
45 Minutes Total
45 Minutes Total
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Step 4: Identify Strengths/OFIs
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Exercise: Step 4 Identify
Strengths/OFIsActivity Time
(min)
1. Select a scribe, timekeeper and reporter (1)
2. Use a round robin approach to discuss/highlight all potential strengths/OFIs identified by your table mates [1.1a(1) (2)(3), 1.1b(1)(2)]
15
3. From these, discuss at your table and select as a group, a total of around 2 strengths and OFIs that you feel are most important for the applicant
4. Record these on chart paper
15
5
5. Report Out (1 minute per table) 1045 Minutes Total
45 Minutes Total
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Feedback Comments
Our KEY Product for the Applicant!
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What Feedback Ready Comments Should
Do:Let the applicant know what it does well—and what it needs to improve to take it to the next level
1. Criteria requirements equitable assessment
2. The particular organization meaningful feedback
3. Assessment factors (ADLI)(LeTCI)
insights onorganizational maturity
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Six Feedback Comment “Musts”
1. Polite, professional, non-prescriptive
2. Based on the Criteria, Key Factors, Scoring Guidelines
3. Addresses one topic per comment4. Begins with “nugget” that shows why
this is important to the applicant5. Has evidence/example and relevance
(actionable information) (based on scoring guidelines, Key Factors, Core Values, criteria notes)
6. Comments align with and support the score
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Well-Written Comments: “NERD”• NN – Nugget – Up front comment based on the Item
Criteria or a Key Factor (i.e., explains why this is important to the applicant)
• EE – Evidence or Example - State what the applicant has (Strength) or is missing or not addressed (OFI)
• R R – Relevance – Why is this comment important? If an OFI, include actionable (but not prescriptive) information that will help the applicant to improve.
• DD – Done – Read to see if comment makes sense and helps the organization understand its current status
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Comment WritingComment Writing
Elements of a well written comment
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The Feedback Report: The ProductThe report should be:
•UsefulUseful to the applicant– Comments should be clear and actionable– Focused on the applicant’s most important key factors
•EncouragingEncouraging– Not adversarial (it’s not an audit)– Help applicant reach the next level– Make applicant an advocate for the program
•RespectfulRespectful– Polite in tone– Not judgmental or prescriptive
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How to Give Useful FeedbackDo:
• Base your comments on the Criteria
• Reference the evaluation factors
• Include an opening “nugget” to give the comment significance
• Keep each comment to a single issue
• Make Key Factor references• Be accurate; check your statements
• Recognize the page limitations• Give benefit of the doubt• Be polite in tone• Include a few examples• Check spelling and grammar
Don’t:• Be judgmental or prescriptive
• Forget linkages • Forget the Key Factors• Stray from the Criteria• Make conflicting strength and OFI statements
• Forget to:– Check your score against the balance and content of comments
– Check your facts
– Check grammar and spelling
• Forget you’re providing a service
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Sample Process Strength
2.2a(4) To mitigate the strategic challenge of competitors wishing to hire its engaged workforce, the applicant ensures that workforce plans support any needed changes. For example, through data and budget analysis and surveys, the applicant takes a proactive approach to workforce capacity and allocates instructional staff to areas of greatest need through “vertical teamwork.”
Nugget
Examples
Relevance
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Sample Process OFI
4.2a(1)It is not clear how the applicant systematically transfers knowledge specific to the needs of parents and volunteers in support of the PhilP that all are accountable for student performance. For example, parents and volunteers do not appear to be included in teachers’ grade-level discussions, and parents do not appear to have access to teachers’ online forums, blogs, and classroom support server (Figure 4.2-1).
Example
NuggetRelevance
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Sample Process Strength
2.2a(4) To mitigate the strategic challenge of competitors wishing to hire its engaged workforce, the applicant ensures that workforce plans support any needed changes. For example, through data and budget analysis and surveys, the applicant takes a proactive approach to workforce capacity and allocates instructional staff to areas of greatest need through “vertical teamwork.”
Relevance Nugget
Examples53 words, 372 characters/spaces
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Sample Process OFI
4.2a(1)It is not clear how the applicant systematically transfers knowledge specific to the needs of parents and volunteers in support of the PhilP that all are accountable for student performance. For example, parents and volunteers do not appear to be included in teachers’ grade-level discussions, and parents do not appear to have access to teachers’ online forums, blogs, and classroom support server (Figure 4.2-1).
Relevance
Nugget
Examples
64 words, 415 characters/spaces
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Sample Results Strength7.3a(1)Strong results for key measures of workforce capability and capacity may help strengthen the engagement factor of having sufficient resources to get the job done. Rates of certification (Figure 7.3-1) and student-teacher ratio (Figure 7.3-2) have improved over the periods shown, reaching 100% or close to 100% for all segments, and the student-teacher ratio in elementary and middle schools compares favorably to that of a Baldrige Award winner.
RelevanceNugget
Examples
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Sample Results OFI
7.2aResults related to key student requirements, such as stimulating creative thought, treating students fairly, and maintaining a safe school, are missing. Tracking such results may give the applicant insights into how to retain families and how to attract families to the district.
Relevance
NuggetExamples
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Step 5: Write Feedback Ready Comments
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Exercise: Step 5 Write Feedback Ready Comments
Activity Time (min)
1. Select a scribe, timekeeper and reporter (1)
2. Draft feedback ready strength and OFI (2 groups)
3. Give feedback to table mates4. Redraft the comment, using their input5. Record the final feedback ready comment
on chart paper
15101010
6. Report Out (1 minute per table) 10
55 Minutes Total
55 Minutes Total
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Introduction to Scoring• Process Scoring Guidelines and Results
Scoring Guidelines• Use Glossary for Definitions always• Process Scores Address: Approach, Deployment, Learning, Integration (ADLI)(ADLI)
• Results Scores Address: Levels, Trends, Comparisons, Integration (LeTCI)(LeTCI)
8.5 8.56.5
8.09.0
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Step 6: Determine the Scoring Range and
Score
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Look at Scoring Guidelines in Baldrige
FrameworkPages 34 Processand 35 Results
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Exercise: Step 6 Scoring
Activity Time (min)
1. Select a scribe, timekeeper and reporter
(1)
2. Using your comments from Step 4 and the Scoring Guidelines, discuss as a group the most appropriate scoring range for your assigned Item
10
3. Next, discuss the appropriate score within that range
4. Record the scoring range and score on chart paper and be prepared to discuss why you chose that score
10
10
5. Report Out (1 minute per table) 535 Minutes Total
35 Minutes Total
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Follow Six Step Process
• Complete for 2.1 [(2.1a(1)(2)(3)(4) and 2.1b(1)(2)]
• Complete for 5.2 [(5.2a(1)(2)(3)(4) and 5.2b(1)(2)(3)]
• Complete for 7.1 [(7.1a, b(1)(2), c]
• Complete for 7.5 [(7.5a(1)(2)]
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Round-Robin Feedback
• What did you learn?
• Do you have confidence to begin/continue the assessment stages?
• Any final questions or concerns?
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Scorebook Navigator Links to the IR and consensus
manuals for Scorebook
Navigator are on the Examiner
Resources page
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Scorebook Navigator
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Scorebook Navigator
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Last Things…Almost!• Be sure to complete your training surveys and
forms!
• Please contact Quality Texas if you need help.
• Let’s thank our Training Faculty!
• Please take a few moments to clean up your areas
• Please remember to post your Plus/Delta comments!
• Have a safe trip home!
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CONGRATULATIONS!
94
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We appreciate We appreciate YOUYOU!!
Welcome to the Quality Welcome to the Quality Texas FamilyTexas Family
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