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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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5
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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6
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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Strategic Planning Process (contd)
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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Strategic Planning Process (contd)
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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Strategic Planning Process (contd)
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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Strategic Planning Process (contd)
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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Strategic Planning Process (contd)
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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Strategic Planning Process (contd)
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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Strategic Planning Process (contd)
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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Use Performance Measures to Gauge
Performance (contd)
Output Indicators
Amount of products/services provided or customers
served
Often paired with inputs to provide a comparison
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Use Performance Measures to Gauge
Performance (contd)
Outcome Indicators
Results achieved from the outputs
Measure long term success
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Use Performance Measures to Gauge
Performance (contd)
Efficiency Indicators
Ratio of inputs to outputs or outcomes (or vice versa)
Measure productivity or cost effectiveness
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Use Performance Measures to Gauge
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
Performance Indicators
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
Performance Indicators
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
2013 Louisiana Transportation ConferenceFeb. 19, 2013
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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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Part One: Organizational Readiness
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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Part One: Organizational Readiness
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
46
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?
56
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Questions?
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Facilitation Techniques
2013 Louisiana Transportation ConferenceFeb. 19, 2013
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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Core Facilitation Practices
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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Core Facilitation Practices
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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Core Facilitation Practices
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?