Best Practices in Application Writing Kay Kendall Excellence at Work Conference February 25, 2011
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Best Practices in Application Writing Kay Kendall Excellence at Work Conference February 25, 2011 [email protected] 11 Abby Rd. Westford, MA 01886 (978) 692-0308
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Best Practices in Application Writing Kay Kendall Excellence at Work Conference February 25, 2011. [email protected] 11 Abby Rd. Westford, MA 01886 (978) 692-0308. Objectives. Learnings from Previous Applications Review and Characterize OFIs - PowerPoint PPT Presentation
Transcript of Best Practices in Application Writing Kay Kendall Excellence at Work Conference February 25, 2011
Best Practices in Application Writing
Kay Kendall
Excellence at Work Conference
February 25, 2011
[email protected] Abby Rd.Westford, MA 01886(978) 692-0308
Objectives Learnings from Previous Applications
Review and Characterize OFIs
Understand Changes in the 2011 – 2012 Baldrige Criteria
Create a Table of Contents
Create a Matrix of Expected Results
Process Ownership and Descriptions
Review Application Best Practices in
– Responding to What and How (Process) and Results Questions
– Leveraging Linkages in the Criteria
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Objectives (concluded)
Identify Needed Information to Prepare or Revise Figures and Tables
Develop a Detailed Project Plan
Map Key Themes to Related Items
Review Two Items for ADLI and LeTCI
Review Categories
Identify Next Steps with Milestones
Wrap Up
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Overview of the Application Preparation Process P – Project Plan
Table of Contents Matrix of Expected Results Page Allocations Actions and Milestones
D – Document Write or Revise
S – Study Best Practices from Others’ Applications Previous OFIs (and Strengths!)
A – Act to Address Self-Identified OFIs
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Key Learnings from Previous Applications
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Characterization of OFIs
Those that truly represent gaps in your organization’s performance
Those that reflect a problem with the way your application was written
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Characterization of OFIs -- Process
Evaluate “Approach” OFIs– Action to develop an approach – or –– Action to enhance application
Build a cycle of evaluation and improvement into every approach described. Use examples. Be consistent with P.2c.
A D L I1.1 11.2 1 12.1 2 12.2 33.1 13.2 2 3 14.1 1 1 1 14.2 15.1 15.2 26.1 2 2 16.2 1 1 2 1
Total 15 8 7 4
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Characterization of OFIs -- Results
Evaluate “Missing” OFIs– Data available?– Minimize its importance
Evaluate trends – explanation? Use a matrix of expected results
Le T C I M7.1 1 17.2 1 1 27.3 1 27.4 37.5 27.6 4
Total 0 1 2 1 14
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Prioritization Plot your Opportunities For Improvement
(OFIs) against two dimensions – impact and ease of addressing
Ease of addressing
Impa
ct
Easy
Low
Hig
h
Difficult
The sweet spot!
Are you bored?
Are you sure about that impact?
Don't even think about it!
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Status of OFIs
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Key Changes from the 2009 – 2010 Criteria
Category 7 now reduced to 5 Items– 7.1 Product and Process Outcomes (now
includes accomplishment of strategy)– 7.2 Customer Focused Outcomes– 7.3 Workforce Focused Outcomes– 7.4 Leadership Focused Outcomes– 7.5 Financial and Marketplace (“should include”)
Reorganized Category 3– Removed perceived redundancies– Shortened overall length– Improved the logic flow
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More Changes to the Criteria
Category 6 renamed to Operations Focus– Item 6.1 Limited to Work Systems– Item 6.2 Limited to Work Processes– Clarified definitions for both
Refocused on Performance Projections– Not intended to say that projecting performance is
not important– Remove from the Scoring Range until in the 90-
100% range– Added a question in Category 4– Added as an element of Strategic Development
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And Even More Changes to the Criteria
Headings for Multiple Requirements– Form a basic outline of the Criteria
Added two new concepts– Intelligent risk– Social media in Voice of the Customer
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Table of Contents (TOC)
Valuable tool to design and organize application
Organized by Organizational Profile and Category
Figures illustrate major processes as systems
Tables - compact way to summarize information and focus on the most important requirements with results figure numbers
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Example Portion of a TOC
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A Matrix of Expected Results
Category 7 Results Matrix
Cat & Expected Results Application Source Results Figure Characteristics X- Axis Y-Axis Remarks
Area # Number Covered including chart type
Measures or indicators that are mentioned
throughout the application
Where in the document the applicant mentioned the measure or indicator as
important
The figure number(s) of the results data in
Category 7Levels & Trends
Expected Segments
Expected Comparisons
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Process Ownership and Descriptions
Process Description Tool for Higher Scores Process Owner:
Customer Requirements:
Related Measures (in-process and outcome):
Evidence of Deployment: Evidence of Learning (systematic evaluation and improvement)
1. 2. 3.
Integration – Key Linkages with Other Key Processes or Systems
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Best Practices in Application Preparation Prepare a project plan with tasks, roles, milestones, and
page allocations
Identify key themes and embed recurring examples
Identify an organizing strategy for application alignment and integration
Prepare a figures plan – the Table of Contents
Prepare an expected results matrix – requirement, segmentation, comparisons for all important requirements
Prepare process descriptions to show deployment, systematic evaluation, cycles of improvement, and integration
Use cross-references to reinforce integration
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Other More Subtle Tips
Lead the witness – create an expectation for the examiners of what they will see
Refer to the value of the feedback you have received from previous applications
Draw the conclusion you want the examiners to make with action-oriented figure legends and the use of in-graph comment bubbles
No extra white space – think “data dense” Take advantage of the Glossary with no page limit Personalize, personalize, personalize -- help the
examiners get to know you
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Examples of Well-Done Tables and Figures
Clear, compelling evidence of
cycles of evaluation
and improvement
and organizational
learning
Heartland Health20
Answers “Who?” “What?” and “When?”
21Heartland Health
Fully Deployed
22AtlantiCare
Demonstrated Alignment
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Integration of Two Key Processes
24Heartland Health
A Leadership System with Clear Alignment and Integration
25AtlantiCare
A Systematic Process
26AtlantiCare
A Great Job of “Leading the Witness”
27Poudre Valley Health System
Another Great Job…
28Sharp
Drawing the Conclusion for the Examiners
Poudre Valley Health System29
Making the Examiners’ Job Easier
Sharp30
Cues and Reinforcement
Sharp31
Tips For Preparing a Good Application
Remember, the better your application, the more relevant your feedback
Learn to think like an examiner (hmmm, become an examiner?)
Some words are red flags -- “regularly,” “frequently,” “often”
Empty assertion or anecdotal evidence Future tense doesn't get you credit Inconsistent references to parts of your organization,
initiatives, and processes “Disappearing” lines of service, customer groups,
workforce segments
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The Criteria Are Rich!
The “Basic” Criteria are on pages 4 through 26
More information on the meaning of the Criteria is on pages 33 through 48
A detailed glossary is on pages 57 through 65
ALL THREE ARE IMPORTANT!!!
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Understand “How” and “What”
The Criteria are a series of two types of questions:
“How” questions ask for descriptions of systematic approaches– Asked in Categories 1 – 6
“What” questions ask for:– A list of specific details (in the Organizational
Profile and Categories 1 – 6) See the Organizational Profile; also 1.2b(1);
1.2b(2); 1.2c(1,2); 2.1a(1); 2.1b(1); 2.2a(1); 2.2a(4); 2.2a(5); 2.2b; 3.2a(2); 4.1a(1); 4.1b; 5.1b(1); 5.2b(1); 6.1a(2); 6.1b(1); 6.2a(2); 6.2b(1)
– Performance results (in Category 7)
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Start With the Basic (Item Requirements)
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A Systematic Approach - “How”
Define theProcess
Deploy
Measure
Improve ASystem
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Putting The Pieces Together
ResultsResults
• What happens because of their approaches and deployment?• Is it relevant?• Are there positive,
sustained trends?• How does their
performance compare with relevant comparisons?
ApproachApproach
• What do they do?• How do they do it?• Is it systematic?• Does it support key
operational factors and processes?
• Does it support the Strategic
Challenges?
DeploymentDeployment
• Who does it?• Where and when is it done?• How do they align
everyone?
LearningLearning
• Are there evaluation and improvement cycles for the approach?
• Is there evidence of organizational learning? 37
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Baldrige Criteria Language for “Process”
1.1a(1) HOW do SENIOR LEADERS set your
organization’s VISION and VALUES through your
LEADERSHIP SYSTEM, to the WORKFORCE, to
KEY suppliers and PARTNERS, and to PATIENTS
and other STAKEHOLDERS, as appropriate?
HOW do SENIOR LEADERS’ actions reflect a
commitment to the organization’s VALUES?
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Simplified Criteria Language
What is the process for. . .? Setting the organizational vision and
values
What is the process for. . . ? Deploying the vision and values to all
employees, key suppliers and partners, and customers.
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Baldrige Criteria Language for “Process”
1.1b(2) HOW do SENIOR LEADERS create a focus on
action to accomplish the organization’s objectives,
improve PERFORMANCE, and attain its vision? How do
SENIOR LEADERS identify needed actions? How do
SENIOR LEADERS include a focus on creating and
balancing VALUE for PATIENTS and other
STAKEHOLDERS in their organizational
PERFORMANCE expectations?
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Simplified Criteria Language
What is the process for…? Driving improvement action What performance metrics are used? Creating and balancing (by senior
leaders) needs of all Stakeholders
Let’s Dissect a Process Item!
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Baldrige Criteria Language for Results
7.1a(1) What are your current LEVELS and
TRENDS in KEY MEASURES or INDICATORS
of health care outcomes and PROCESS
PERFORMANCE that are important to and
directly serve your PATIENTS and
STAKEHOLDERS? HOW do these RESULTS
compare with the PERFORMANCE of your
competitors and other organizations with similar
offerings?
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Simplified Criteria Language
What are your current levels and trends of performance in product and service related key measures…?
What are your comparative/competitive results for …?
Let’s Dissect a Results Item!
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The Linkages Abound!(or should) – some examples
P.1a(1) Main product offerings --> P.1a(2) Core competencies and 6.2a Work process design --> 7.1 Product outcomes
P.1a(3) Workforce or employee groups and segments --> 5.2 Methods and measures differ across workforce groups and segments --> 7.3 Workforce-focused outcomes
[hint: don't forget your volunteers, if you have them]
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More Examples of Linkages
P.1b(2) Key customer groups and segments --> 3.2a(1) Health Care Service Offerings--> 7.2 Customer Focused Outcomes and 7.5(2) Indicators of marketplace performance
P.2a(3) Sources of comparative and competitive data --> 4.1a(2) Selection and use of key comparative data --> Category 7 results
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And a Few (Obvious) Ones
P.2b Strategic advantages and challenges -->2.1a(1) Strategy development process and 2.1b(1) Strategic objectives
P.2c Performance improvement system – 6.2b(4)[hint: really, all Process Items since improve-ment is one of the scoring dimensions]
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Project Planning Is Key
Milestones Deadlines Who Dependencies
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MTC PERFORMANCE EXCELLENCE BALDRIGE APPLICATION DETAIL PROJECT SCHEDULE
Milestone Deliverables Deadlines Components
SCHEDULE OF DELIVERABLES DATE MAR APR MAY JUNE JULY AUG SEPT
Update Organizational Profile 2/25/2010
Application Prepration Workshop 3/2/2010
Prepare Application Inputs 2/5/2010
1. Identify and Create Figures
Select figures and tables to use in Draft-1
Populate figures and tables with MTC info
Incorporate into Draft-1
2. Identify and describe processes
Review figures for processes
Gather process descriptions for Draft-1
Revise process descriptions/diagrams
Incorporate process information into Draft-1
3. Identify results, gather data, and prepare charts
Review pre-existing results data
Identify results data gaps
Collect remaining data
Incorporate existing data into figures and tables Section-7
Write Draft-1
Review Draft-1
Incorporate Comments/Recommendation from Draft-1 review
Write Draft-2
Review Draft-2
Incorporate Comments/Recommendations from Draft-2 review
Write Final Draft
Receive Final Approval
Publish and Ship
Submit Application Eligibility Certification (S)
DEADLINES
Baldrige Eligibility Certification 4/6/2010
Oklahoma Intent to Apply 4/11/2010
Application Deadline - Oklahoma 5/11/2010
Application Deadline - Baldrige 5/20/2010
Debrief - At AC Meeting
Create 90-Day Action Plans to Close Gaps & Implement 50
The “Wow” Exercise
What significant improvements have you made at your location since your last application?
What are your role model best practices?
What do you want to impress examiners?
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Developing Strength Key Themes
Sources:
– Key Themes in previous feedback reports
– Results from the “Wow” exercise
– Baldrige Core Values
Map into Items and Areas to Address
Use multiple, but different examples
Be consistent in your terminology
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Mapping Key Themes to Related Items
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Example Mapping of Key Themes
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Begin With the End in Mind
The Organizational Profile asks questions that help you define yourself.
It is a key resource in promoting dialogue among your senior leaders about critical issues.
This dialogue will surface unknown (or unspoken) disconnects that are rippling throughout your organization.
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Your Organizational Profile
What is the story you are trying to tell? What may be difficult for examiners to
understand about your organization? What makes you “different” from other
applications examiners might have reviewed (and from their own organizations)?
What needs further revision?
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Organizational Profile
P.1 Organizational DescriptionP.2 Organizational Situation
It all starts here. It sets the expectations for the rest of the application.
Tell your story. Challenge assumptions. Be real.
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Developing the Matrix
Results for your answers to all “What” questions asking about key processes, measures, and goals
Results for any measures required to be reported for your type of organization
Results featured in the Criteria Item Descriptions – pp. 45 - 48
Results segmented appropriately based on the story you tell in the Organizational Profile
Results with comparisons cited in P.2a.(3)
Key to demonstrating alignment and integration
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Writing at the 70-85% Scoring Range Level – Process Items
An EFFECTIVE, SYSTEMATIC APPROACH, responsive to MULTIPLE REQUIREMENTS of this Item is evident. (A)
The APPROACH is well DEPLOYED, with no significant gaps. (D)
Fact-based SYSTEMATIC evaluation and improvement and organizational LEARNING, including INNOVATION, are key management tools; there is clear evidence of refinement as a result of organizational-level ANALYSIS and sharing. (L)
The APPROACH is well INTEGRATED with your organizational needs identified in response to the Organizational Profile and other Process Items. (I)
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Multiple Requirements
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How Examiners Evaluate - Scoring Guidlines -- Processes (A) Approach
– Do we have systematic processes where we need them?
(D) Deployment– How well do our approaches extend to the
whole organization? (L) Learning
– Do we evaluate and improve our approaches? (I) Integration
– Do our approaches complement and reinforce each other (across Categories)?
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Types of “Approach” Evidence
Name of process Purpose/goal Alignment to vision/goals/values Integration with other processes Key steps
– Input– Process Steps– Output
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Types of “Deployment” Evidence
Process management– Function/group administering process
Process maturity– Date process initially implemented
Depth of deployment– Locations where process occurs in
organization– Types/levels of employees involved in
process– Frequency
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Types of “Learning” Evidence
Cycles of improvement Date(s) of improvements Description of improvement(s) Evidence of fact-based evaluation and
improvement process “Breakthrough” change and innovation Sharing with other work units
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Types of “Integration” Evidence
Alignment with needs and processes across work units
Complementary measures, information and approaches to improvement across work units
Harmonized plans and actions across work units
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Semantics - Words vs. Facts
“Words” are frequently generalizations and emotion or opinion-based
Facts are specific and based on objective data
Words: TNB uses a proven, fact-based, strategic planning process.
Fact: TNB’s strategic planning process was first developed in 2001 and has been improved annually. It is a five-step process spanning 3 months and involves both the EMC and all other employees. Its output is: strategic plan, operating plan, action plans for improvement, individual employee performance plans.
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Some Important Terminology -- Results Levels – numerical information on a
meaningful measurement scale Trends – a minimum of three data points with
the period determined by the cycle time of the process being measured
Comparative data – relevant to the underlying process, in line with the vision for excellence, inclusive of competitors, not limited to inside the industry
Importance – outcomes reported for key processes and key requirements
Segmentation – common characteristics of groups, products and services, markets, etc. Allows for meaningful analysis of the data
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Scoring Guidelines – Results
(Le) Levels– Do we have data or just opinions?
(T) Trends– What is the quality of our results over time?
(C) Comparisons– How do our results look against others?
(I) Integration– Are there things we should be measuring but
aren't?– (S) Segmentation
Can we identify gaps and best practices through segmentation?
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Scoring Guidelines – Results
(Le) Levels– Do we have data or just opinions?
(T) Trends– What is the quality of our results over time?
(C) Comparisons– How do our results look against others?
(I) Integration– Are there things we should be measuring but
aren't? (S) Segmentation
– Can we identify gaps and best practices through segmentation?
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Writing at the 70-85% Scoring Range Level – Results Items
Good to excellent organizational PERFORMANCE LEVELS are reported for most areas of importance to the Item requirements. (Le)
Beneficial trends have been sustained over time in most areas of importance to the accomplishment of the organization’s MISSION. (T)
Many to most TRENDS and current PERFORMANCE LEVELS have been evaluated against relevant comparisons and/or BENCHMARKS and show areas of leadership and very good relative importance. (C)
Organizational PERFORMANCE RESULTS are reported for most KEY PATIENT and STAKEHOLDER, market, PROCESS, and ACTION PLAN requirements, and they include some projections of future performance. (I)
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Types of Results Evidence
Performance measure used to evaluate effectiveness or efficiency of process
Current results Trend results Comparative and/or competitive results
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Key to Results
Based on your matrix of expected results
Favorable trends (or an explanation for adverse trends)
Leadership position against relevant comparisons or benchmarks
Some important measures include projections, which should be the same as those used in Item 2.2
Include written interpretation for the examiners
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Reviewing Your Application or Draft
Item 3.1b(2) Item 7.2 The Organizational Profile Category 1 and Item 7.4 Category 2 and Item 7.5 Category 3 and Item 7.2 Category 4 Category5 and Item 7.3 Category 6 and Item 7.1
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Next Steps and Wrap Up
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