PowerPoint Presentation€¦ · flipchart. 4. Report out a lesson learned. 61 1.1 2.2 3.1 6.1 •Criteria –Read the Criteria item requirements •Key Factors –Select 4-6 most

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TNCPE EXAMINER ORIENTATION2019 Board of Examiners

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Congratulations!

“Serving as a TNCPE examiner is the most powerful investment of time you will ever make.”

– Dr. Lyle AilshieDeputy CommissionerTN Dept. of Education

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What Is an Examiner?TNCPE Examiners serve…

– The Southeast region– TNCPE– Applicant organizations

…through– Reviewing and scoring applicants– Performing site visits– Writing feedback reports– Serving as ambassadors

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As a member of the BOE…• You will gain valuable skills, knowledge, and

experience

• Contribute to the economic growth of applicants, the Southeast, and the USA

• Meet and work with some of the finest professionals in the state

• Enjoy a profound sense of achievement

• Have fun!

Introductions

• Name

• Employer

• What do you want to learn today?

• Adjective that best describes you

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Alice: “Which way should I go?”

Cat: “That depends on where you are going.

Alice: “I don’t know where I’m going!”

Cat: “Then it doesn’t matter which way you go!”

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Through the Looking GlassLewis Carroll, 1872

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Agenda/Objectives• Getting Grounded

– Baldrige Performance Excellence Program

– Tennessee Center for Performance Excellence

– Baldrige Excellence Framework™

• Getting Started

– Understanding the pre-work assignment

– Step-by-Step Instructions

– Using Scorebook Navigator™

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BALDRIGE AND TNCPE OVERVIEW

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Baldrige Performance Excellence Program• Established by Congress in 1987

• Purpose: to enhance U.S. competitiveness in a global economy by:

– Identifying and recognizing role-model organizations

– Establishing criteria for evaluating improvement efforts

– Disseminating and sharing best practices

• Internationally recognized and emulated

• National resource: www.baldrigepe.org

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Mac Baldrige

http://www.baldrigepe.org/

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National Standard – and VERY Big Deal

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How Organizations Use the Baldrige Excellence Framework

• Internal assessment & management framework

• State/Regional/Industry Baldrige-based program

– Ease of entry into process

– 5, 15, 35, or 50-page application

• National Baldrige application

– 50-page application

– Same requirements as Level 4 TNCPE application

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Benefits of “The Journey”

Helps answer 3 questions:

1. Is your organization doing as well as it could?

2. How do you know?

3. What – and how – should your organization change to get better results?

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Why TNCPE?

• “Easy way in” to understanding and applying the Baldrige Framework

– 4-tiered application program

– All receive site visit & written feedback report

– Train internal experts as examiners

– Learn & share best practices as a member

• Pre-requisite to Baldrige application

– Must win your state’s or region’s top award to be eligible to apply to Baldrige

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TNCPE CultureMission To drive organizational excellence across Tennessee and the

Southeast region

Purpose To strengthen the economy of Tennessee and the Southeast region

Vision To be the partner of choice in leading organizations to world-class performance excellence.

Values Customer Focus; Integrity; Respect;Collaboration; Leadership; Excellence; Innovation; Continuous Improvement

Core Competencies

Building loyal relationships with key stakeholders;Operating an effective Award program

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TNCPE Board of Directors

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Mark Bainbridge, VP, Caterpillar Financial Services

Hal Beckham, VP & CFO, Medtronic Inc., Spine Division

Lee Brown, General Manager, Erwin Utilities

Dr. Herb Byrd, III, VP Public Service, UT Institute for Public Service

Janell Cecil, SVP & CNO, University of Tennessee Medical Center

Dr. Dennis Depew, Dean, College of Business and Technology, ETSU

Kevin Grayson, Asst. Dir. Technology Management, North Carolina State University

David Hart, CEO, TRICOR

Rebecca Hunter, Former Commissioner, TN Dept. of Human Resources

Paula Jacobs, VP Process Improvement, Methodist Le Bonheur Healthcare

Doran Johnson, SVP, NHC South Central Region

David Jones, CEO, EnableComp

Wes Kelley, President and CEO, Huntsville Utilities

Patrick Lawton, City Administrator, City of Germantown

Stacey Max, Director of Engineering, Marvin Windows and Doors

Tamera Fields Parsons, President & CEO, TNCPE

Paul Saylor, President & COO, Caris Healthcare

Danette Scudder, EVP, Tennessee Valley Public Power Association

Amy Shreve, EVP, First Tennessee

Jennifer Slayton, VP Quality, Safety, and Risk Prevention, Vanderbilt University Medical Center

Van Wardlaw, EVP, TVA

Alan Watson, CEO, Maury Regional Medical Center

Rodney Woods, VP, BlueCross BlueShield of Tennessee

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Stair Steps to ExcellenceLevel 4

Level 3 Excellence

Level 2 Achievement

Level 1 Commitment

Interest

Org Profile Yes Yes Yes Yes

ApplicationFocus

OrgProfile

Basic item requirements

Overall item requirements

Multiple item requirements

Max Length 5 pages 5 + 15 pages 5 + 35 pages 5 + 50 pages

On Site 2 wkshp 1 Day+wkshp 2 Days 3 Days

Feedback Focus 7 Categories Overall requirements

Multiple requirements

Multiple requirements

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Tennessee Baldrige Winners

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The TNCPE Program• Founded in 1993

• Based on a national standard – Baldrige Excellence Framework – with a focus on continuous improvement

• 501c(3) corporation

• Powered by a volunteer workforce

• Funded through corporate and individual dues and award participant fees

• National and international benchmark

• Partnership with NCAfE

• Recognize – Train – Share

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TNCPE Results (1993 – 2018)

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• 1,492 applicants

• 652,264 Tennessee employees impacted

• 4,015 examiners trained

• 348,692 hours of service

• $34.9 million pro-bono consulting services

Why Baldrige/TNCPE?

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THE BALDRIGE EXCELLENCE

FRAMEWORKTM

Business/Nonprofit | Health Care | Education

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Baldrige Excellence Framework• Used to view organizations from a systems-perspective

• “Management by asking really good questions”

• Includes the Criteria, Core Values, and Scoring Guidelines

• Offered in 3 versions – Business/Nonprofit, Health Care,

and Education

• Updated every two years

• “Leading edge of validated management practice”

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Category StructureCategory1 – Leadership

Item1.1 – Senior Leadership

Areas to Address1.1a – Vision and Values1.1b – Communication1.1c – Mission and Organizational Performance

Item1.2 – Governance and Societal Contributions

Areas to Address1.2a – Organizational Governance1.2b – Legal and Ethical Behavior1.2c – Societal Contributions

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Item format (page 2)

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Applicant Assessment Process

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Self assess

Apply

Examiner review & site visit

Award

Receive Feedback

Report

Address OFIs

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3

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1

Examiner Evaluation Cycle

IndependentReview

Consensus Review

Site Visit Review

Finalize Feedback

Report

Complete Pre-work &

Training

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GETTING STARTED ON PRE-WORK

Understand the Assignment

Follow Step-by-Step Instructions

Use Scorebook Navigator

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Case Study Preparation• Schedule adequate time (20 – 25 hours)

• Assemble documents and tools:

– Scorebook Navigator (examiner software system)

– 2019-2020 Baldrige Excellence Framework (Business version)

– LifeBridge Case Study

– Pre-work Assignment Packet• Links for downloads

• Step-by-Step Instructions

• Examples & Resources

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Pre-Work AssignmentKey Factors

Item Evaluation

+ 1 OFIComment

P.1 a

P.1 b

Item 1.1

Item 2.2

Item 3.1

Item 6.1

P.2 a

P.2 b

P.2 c

Item 7.1

Item 7.2

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Remember…

Trust the process!

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Log on to the system

Review the Framework

Read the Application

Create Key Factor List

Print 2 copies of

assignment

Note # of hours

Attend 3-day training

1.12.23.16.1

•Criteria

•Key Factors

•Analyze: PROCESS (ADLI)

•6-10 Comments

•Score

•1 Feedback-Ready OFI

7.17.2

•Criteria

•Key Factors

•Analyze: RESULTS (LeTCI)

•6-10 Comments

•Score


Pre-work Assignment

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Log on to Scorebook Navigator

• Go to https://scorebooknav.org

• Enter your username and password firstnamelastname(all lower case; no special characters)

• Accept license agreement

• Upon initial login, you will be prompted to update your password

• Use “Forgot password?” button to email password to address on file after first login

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https://scorebooknav.org/

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Review the Framework• The Criteria (p. 4-28)

• Category and Item Commentary (online)

• Scoring System and Scoring Guidelines (p. 29-34)

• Criteria Response Guidelines (p. 35-37)

• Core Values and Concepts (p. 38-43)

• Changes from 2017-2018 (p. 44-45)

• Glossary (p. 46-53)

• Index (p. 54-56)

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Read the Application Case Study

• Read the application all the way through, from beginning to end

• Yes – really!

• Get a broad overview of LifeBridge

• Highlight and take notes on key processes

• Note results that you expect to see

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4141

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4444

Create a List of Key Factors

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• What is a “key factor”?

• Where do I find key factors?

• How and where do I record key factors?

A key factor is an attribute of an organization or its environment that influences the way the organization operates and the key challenges it faces. Examiners will use key factors to focus their assessments on what is important to the applicant.

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46

47

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Sample Key FactorP.1a

Work Systems

The main service offering is accomplished through the

organization’s two work systems: Organ Work System (OWS)

and Tissue Work System (TWS)

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Exercise 1 – INDIVIDUAL (step 1)

• Read the assigned area from the LifeBridgeOrganizational Profile.

• Independently identify three key factors for the assigned area.

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Exercise 1 – TABLE (step 2)

As a team, agree on at least 3 key factors for your assigned area and write them on your flip chart.

Prepare to discuss a lesson learned.

Write BIG (not little)

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Print 2 copies of

assignment

Note # of hours


1.12.23.16.1

•Criteria

•Key Factors


•6-10 Comments

•Score


7.17.2

•Criteria

•Key Factors


•6-10 Comments

•Score


Pre-work Assignment

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1.1

2.2

3.1

6.1

•Criteria – Read the Criteria item requirements•Key Factors – Select 4-6 most relevant key factors from master list•Analyze the Application – Read relevant section of the application to

identify processes and gaps; analyze using process evaluation factors (A/D/L/I)

•6-10 Comments– Select and outline 6-10 strengths and OFIs•Score the item •Feedback-Ready OFI – Write one OFI comment

7.1

7.2

•Criteria – Read the Criteria item requirements•Key Factors – Select 4-6 most relevant key factors from master list•Analyze the Application – Read relevant section of the application; group

results and identify gaps; analyze using results evaluation factors (Le/T/C/I)•6-10 Comments– Select and outline 6-10 strengths and OFIs•Score the item •Feedback-Ready OFI – Write one OFI comment

Item Evaluation Steps

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Exercise 2 - TABLESelect key factors for item 5.1

1. Review the overall questions for item 5.1.

2. Using the master list identified by the class, select the 4-6 most relevant key factors to keep in mind when evaluating the applicant’s response to item 5.1.

3. Write these key factors on the flipchart.

4. Report out a lesson learned.

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1.1

2.2

3.1

6.1




7.1

7.2




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Identify Key Processes and Gaps• Identify the processes or approach the

applicant uses to answer item questions

• Gaps exist when the applicant fails to address

either

– A Criteria question that is important to them, OR

– A relevant key factor

• Easiest to do one area at a time!

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What If…

It sounds too good to be true?

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Consider This…

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“Cleave ever to the sunnier side of doubt.”

– Alfred, Lord Tennyson

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5.1a(2) LOTS uses the Hiring Process (Figure 5.1-3) to recruit, hire, place, and retain new workforce members. Validated in the workforce survey (AOS), LOTS’s mission is the highest scoring key factor for staff engagement and satisfaction (Figures 7.3-12 and 7.3-12A). Therefore, hiring right-fit talent begins prior to employment by ensuring that the organizational culture is clear to all applicants (Figure 5.1-3, Phase 1). To ensure that the workforce represents the diverse cultures of the community, LOTS uses diverse recruiting methods, including local community colleges and universities, as well as social media sites. Donor families and recipients are also considered for appropriate positions within the organization. These individuals reflect the thinking of the organization’s key communities by already possessing a strong connection to the mission. The fit of organizational culture with new staff is ensured through several hiring and onboarding processes including shadowing and behavioral-based interviewing practices. 67

Process or GAP?

• Process = Hiring Process (Figure 5.1-3)

• GAP = Onboarding?

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Exercise 3a - INDIVIDUALStep 1:

• Read the Criteria for your assigned area

• Consider the key factors you selected for item 5.1.

• What would you expect to see in the application response?

Step 2:

• Read the application response.

• Independently identify one process that LifeBridge has in place that addresses the item questions – or note a gap.

Table Assignment

1 & 5 5.1a(1)

2 & 6 5.1a(3)

3 & 7 5.1b(1)

4 & 8 5.1b(2)

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Analyzing Key Processes• Analyze applicant’s response:

– Approach (methods)

– Deployment (extent to which the approach is applied)

– Learning (cycles of improvement)

– Integration throughout organization

• Record your thoughts on scratch paper or in the “As Evidenced By” box in Scorebook Navigator

• Note any results you expect to see in Category 7

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Process Evaluation FactorsA = Approach: Is the process appropriate and effective? Is it systematic (repeatable and based on reliable data an information)?

D = Deployment: Is the approach used consistently by all appropriate work units?

L = Learning: Is there a method to improve the process? Does it encourage change, innovation, and best practice sharing?

I = Integration: Is the process aligned with what the applicant said was important? Does it connect to other processes or support the Strategic Plan?

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An Example

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5.1a(2) LOTS uses the Hiring Process (Figure 5.1-3) to recruit, hire, place, and retain new workforce members. Validated in the workforce survey (AOS), LOTS’s mission is the highest scoring key factor for staff engagement and satisfaction (Figures 7.3-12 and 7.3-12A). Therefore, hiring right-fit talent begins prior to employment by ensuring that the organizational culture is clear to all applicants (Figure 5.1-3, Phase 1). To ensure that the workforce represents the diverse cultures of the community, LOTS uses diverse recruiting methods, including local community colleges and universities, as well as social media sites. Donor families and recipients are also considered for appropriate positions within the organization. These individuals reflect the thinking of the organization’s key communities by already possessing a strong connection to the mission. The fit of organizational culture with new staff is ensured through several hiring and onboarding processes including shadowing and behavioral-based interviewing practices.

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A-D-L-I AssessmentProcess: Hiring Process

• Approach: + The Hiring Process is systematic and includes 3

phases of interviews

• Deployment: ? Assume used for all new positions

• Learning: - not clear how process is evaluated for

effectiveness; esp. whether diversity is achieved

• Integration: + integrated with culture, engagement survey,

and capability/capacity process

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Exercise 3b - INDIVIDUAL

Using the worksheet, independently evaluate a key process: A-D-L-I

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1.1

2.2

3.1

6.1




7.1

7.2




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Selecting Comments

• Review the gaps you noted in the applicant’s response to the Criteria– Are any of the gaps significant to the applicant?

– If so, these are good sources of OFIs.

• Review your assessment of the applicant’s processes.– Think vertically (responses to the areas of the Criteria)…

– And horizontally (A-D-L-I)

• Choose 6-10 strength and OFI comments that are most valuable to the applicant– Use key factors!

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Analysis – 5.1a(2)Gap: Onboarding

Process: Hiring Process

• Approach: + The Hiring Process is systematic and includes 3

phases of interviews

• Deployment: ? Assume used for all new positions

• Learning: - not clear how process is evaluated for

effectiveness; esp. whether diversity is achieved

• Integration: + integrated with culture, engagement survey,

and capability/capacity process

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Outlining Comments in Scorebook Navigator

• Select the relevant key factors for the comment

• Is it a double strength or OFI?

• Write the “Topic Sentence” in the “Strengths” or “Gaps and OFIs” box– What is the main point of your comment?

– Is it based on the Criteria?

– How does it link to the evaluation factors?

• Give supporting “Evidence” in the following box labeled “As Evidenced By…”

• Check A-D-L-I

• Indicate the item reference (for example, 5.1a(2))

• Don’t worry about the key… for now ☺

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An Example5.1a(2)

Strength: The Hiring Process (Figure 5.1-3) is used to systematically recruit and hire new workforce members.

As evidenced by…

• Figure 5.1-3 – approach is systematic and includes 3 phases of interview.

• Approach is linked to capability and capacity process.

• Approach is integrated with LOTS’ culture.

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An Example

5.1a(2)

OFI: LOTS’ process for onboarding new employees

is not described.

As evidenced by…

– The organization mentions shadowing and behavioral

based interviewing, but no onboarding steps are

included.

– Not listed in hiring process (Figure 5.1-3).

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Exercise 4 - TABLEOutline a strength or OFI comment in Scorebook Navigator:

• As a table, select one strength or OFI topic sentence and write it on the poster.

• Include supporting evidence.

• Note appropriate evaluationfactor(s) and item reference.

• Report out.

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85

86

1.1

2.2

3.1

6.1




7.1

7.2




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Score the Item• Refer to Scoring Guidelines in Framework or in

Scorebook Navigator on “Scoring” panel

• Begin with 50-65% range for “approach” and move up or down

• Pay attention to “basic,” “overall,” and “multiple” questions

• Identify range that is the “best fit,” i.e., most descriptive

• Repeat for “deployment,” “learning,” and “integration”

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Item format (page 2)

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Score the Item

• Determine the “best fit” scoring range considering all four factors

• Select a score within the range (in 5 point increments)

• Record the score

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Exercise 5 – TABLE 1. Based on the class’s evaluation of

item 5.1, discuss the appropriate scoring ranges for approach, deployment, learning, and integration.

2. As a table-team, determinethe “best fit” scoring range for item 5.1 overall.

3. Select a percentage score for item 5.1 (in a 5% increment) and write it on the chart paper.

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9393

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WRITE 1 OFI COMMENT

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1.1

2.2

3.1

6.1




7.1

7.2




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Finding the “Sweet Spot”

97

Organization (examples + key factors)

EvaluationFactors

Criteria questions

= value-added feedback

Making Your Comment “Feedback-Ready”

Your Outline

• Is in bulleted phrases

• Is based on factual evidence from the application (usually related to an evaluation factor)

• Is descriptive

• Communicates your insights to other examiners on your team

Feedback-Ready Comments

• Are complete thoughts

• Are unified, coherent, well-developed and provide value to the applicant

• Connect the Criteria, key factors, the applicant’s response and your analysis

• Use grammatical sentence structure

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Comment Writing TipsIs the comment Criteria-based?

Is it insightful?

T = Start with the “topic sentence” or main point

E = Give 1 – 2 supporting examples from the application

S = Explain the “so what” (relevance) to the applicant by linking the comment to a key factor

T = Try it out loud!

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Comments Should…• NOT exceed 75-100

words

• NOT include dense Criteria language

• NOT be judgmental or prescriptive

• NOT focus on how well the application is written

• Let the applicant know

what it does well

• …and what it needs to improve

• Include examples from the application

• Use complete sentences

• Contain a clear “so what”

100

Sources of “so what”

101

• Key factors• Item notes

• Category and item commentary

• Core Values and Concepts

• Glossary of Terms

• A-D-L-I progression or gaps

• Le-T-C-I progression or gaps

• Scoring guidelines

Constructing a Comment5.1a(2) It is unclear whether LOTS has a systematic approach

for onboarding new members of its workforce. The Hiring Process (Figure 5.1-3) does not include steps for orienting new employees after they have been hired. An effective process for onboarding new workforce members may help LOTS create a mission-driven workforce that is highly motivated and engaged in saving lives.

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Exercise 6 – TABLE As a table:

• Review the process or gap that you identified in item 5.1

• Write one feedback-readystrength orOFI comment

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Feedback• Move to your assigned table.

• Review the written comment and provide feedback:– Is the comment grounded in the Criteria?

– Is it insightful?

– What is the topic sentence?

– Is the comment supported with examples?

– So what? Does the comment link to a key factor?

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EVALUATING RESULTS ITEMSWhere the rubber meets the road!

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Results Items

• Results are outputs and outcomes achieved by an organization in addressing a Criteria item

• Results align with key requirements from customers, stakeholders, markets, processes, and the strategic plan

• Results items are in Category 7

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1.1

2.2

3.1

6.1




7.1

7.2




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1.1

2.2

3.1

6.1




7.1

7.2




110

Results Items• Group a set of results, rather than

evaluating each graph separately

• Identify gaps (results not provided) from:

‒ Criteria

‒ Key factors

‒ Key processes you noted in categories 1-6

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Results Evaluation FactorsAnalyze applicant’s response:

Performance Levels (Le)Validity or meaningful scale

Trends (T) *Rate of improvement or sustainability

Comparisons (C)Appropriateness; benchmarks

Integration (I)Importance, harmonization, segmentation

* Note: Unfavorable trends may be explained in the narrative

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LifeBridge Results

7.3a(1) … Workforce Growth (Figure 7.3-4) demonstrates continued staffing levels and stable New Hire Diversity (Figure 7.3-4A) over the past three years as services have expanded.

LifeBridge Results

7.3a(3) … On workforce surveys, staff members repeatedly indicate an exceptional level of understanding of how their individual positions contribute to the mission, exceeding health care median performance (Figure 7.3-11).

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Outlining Results Comments• Based on your analysis, identify 6-10 strength

and OFI comments that are most valuable to the applicant

• Think vertically (Criteria items) and horizontally (evaluation factors)

• Note relevant figure number(s)

• Note whether results are favorable or unfavorable

• Note item reference, relevant key factors

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Score the Item• Refer to Scoring Guidelines in Framework or Scorebook

Navigator

• Begin with 50-65% range for “levels” and move up or down

• Repeat for “trends,” “comparisons,” and “integration”

• Pay attention to “basic,” “overall,” and “multiple” questions

• Identify range that is most descriptive (best fit)

• Assign a final score (multiple of 5)

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Constructing a Comment7.3a(1) Some results relating to workforce capacity

demonstrate flat or unfavorable trends. For example,

the percentage of ethically diverse new hires has

decreased from 2016-2018 (Figure 7.3-4A) while the

overall headcount has also experienced a slight

decline (Figure 7.3-4). Adverse trends such as these

may make it difficult for LOTS to sustain the

supportive culture of its workforce.

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SCOREBOOK NAVIGATOR™

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Software Tips• A Scorebook Navigator Tip Sheet has been

provided online (look for link in your packet)• Scorebook Navigator has been enabled to work

with Internet Explorer, Firefox, Safari, or Chrome• SAVE YOUR WORK AFTER EVERY ROW• The system will time out after a period of

inactivity• When in doubt, call for help!

▪ TNCPE Office (615) 889-8323▪ [email protected]

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Spell Check. The spell check will only review what is included on the open screen – it will not check spelling for the entire evaluation.

Save. This icon is your best friend. Click it frequently to save your work. The icon will turn red if the Save-Reminder time has expired.

Find & Replace Text. This works like the MS Word tool.

Pop-out data entry area Field. Opens the data entry field in a new window for improved viewing.

Print Preview. Creates a printer-friendly version of what you see on the screen you’re working on.

Delete Row. Deletes row of text in a data entry field.

Display the Criteria. This tool displays the Criteria assigned to your scorebook. If needed, wording from the Criteria can be copied and pasted into the data entry fields you will fill out.

Move Row Up. Moves up a row of text in a data entry field.

Display the Application. If implemented by your Program, this tool will display a copy of your application documents, including documents uploaded by the team lead.

Move Row Down. Moves down a row of text in a data entry field.

Record notes and action items. This screen may be used as a log of action items that need resolution or discussion. It includes some handy tools that can help you fill out the fields, like a calendar for determining due dates and a drop-down menu you can use to tag action items as “close,” “open,” or “parking lot.”

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Two Quick Notes

• Copy/Paste – you MUST use the system copy/paste icon to transfer your work from Word

• Font Size

▪ CTRL + increases the font size (magnifies your screen)

▪ CTRL – decreases the size

▪ CTRL 0 (zero) returns to normal

WRAP-UPReview | Questions?

125





Print 2 copies of

assignment

Note # of hours


1.12.23.16.1

•Criteria

•Key Factors


•6-10 Comments

•Score


7.17.2

•Criteria

•Key Factors


•6-10 Comments

•Score


Pre-work Assignment

126

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Trust the Process!

I hear ... and I forget.

I see ... and I remember.

I do ... and I understand.

Ancient Chinese Proverb

127

Bring to Training• Two copies of your pre-work

– Include time you spent on pre-work

– You will complete a pre-work evaluation form in class

• All of your materials– LifeBridge Case Study

– Baldrige Excellence Framework

– You will be given a copy of the Framework of your choice

– Your pre-work packet

• Your TNCPE name badge (return examiners)

• Enthusiasm and a positive attitude!!!

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2019 Examiner Training

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Orientation

May 9, May 14, May 16, May 21

Three-day training course

• June 11-13 Nashville

• June 18-20 Oak Ridge

• June 18-20 Memphis

• June 25-27 Greensboro, NC

• June 25-27 Bristol

• July 9-11 Nashville II

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Award Program Calendar

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Intent to Apply due April 15

Application due (Level 2, 3, 4)* July 15(with Criteria Response and Org Profile)

Teams formed late July

Examiner Assessment Aug. 1–Oct. 30

Judges review mid-November

Deliver Feedback Reports by Dec. 31

Conference & Banquet late February/early March 2020

* Level 1 Applications are accepted year-round

Connect with Us

131

Tennessee Center for Performance Excellence

www.TNCPE.org

Phone: 615-889-8323

E-mail: [email protected]

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PowerPoint Presentation€¦ · flipchart. 4. Report out a lesson learned. 61 1.1 2.2 3.1 6.1 •Criteria –Read the Criteria item requirements •Key Factors –Select 4-6 most