1. Watch Dr Robin Mann’s Webinar on COER’s Research and Projects on Business Excellence and Benchmarking

    June 29, 2020 by BPIR.com Limited
    On 28th May 2020, the New Zealand Business Excellence Foundation (NZBEF) hosted a webinar with Dr Robin Mann, Head of the Centre for Organisational Excellence Research, Founder of TRADE and the BPIR.com, Chairman Global Benchmarking Network, and also NZBEF Board Member. In this one-hour webinar, Dr Robin covered different topics related to Business Excellence and Benchmarking in New Zealand and worldwide.

    Webinar topics:

    • 00:00 NZBEF introduction
    • 3:53 Excellence Without Boarders: Exploring how business excellence frameworks are promoted and used globally
    • 13:54 An Exploration of the organisational excellence architecture required to support an award-winning business excellence journey
    • 16:00 How to build a positive workplace culture in economies recovering from COVID-19
    • 18:20 Sharing best practices – BPIR.com
    • 21:09 International Best Practice Competition
    • 22:12 Business Excellence / Productivity frameworks are the ultimate productivity tool
    • 29:10 TRADE Best Practice Benchmarking Methodology
    • 23:27 Dubai We Learn – Excellence Makers initiative
    • 39:04 Dubai We Learn – Managing and Recovering from the COVID-19 Pandemic
    • 46:48 Example of a 7 Star Best Practice Benchmarking project
    • 52:19 Q & A

    You can also listen to the audio-only version of the webinar from here

    Further information:
    If you would like to study for a PhD at COER click here

    For information on the international best practice competition click here – dates for the next competition will be provided soon…

    To read our latest Dubai We Learn book of benchmarking success stories click here

    To read Dubai We Learn’s report on Managing and Recovering from the COVID-19 Pandemic click here

    To read a BPIR.com Best Practice Report click here

    To support COER/BPIR’s research please consider becoming a BPIR member, join here

    If interested in TRADE Best Practice Benchmarking or Training or for further information about COER contact Dr Robin Mann at r.s.mann@massey.ac.nz


  2. An Example of Customizing the Criteria by Industry

    June 26, 2020 by BPIR.com Limited

    Originally posted on Blogrige by Dawn Bailey

    When the concept of performance excellence was first introduced, it was widely perceived as prescriptive by the American Contractors Insurance Group (ACIG), a group-captive insurance company that is owned by the policyholders it insures. “The executive team at ACIG were skeptical that performance excellence—and the Baldrige Criteria for Performance Excellence in which it was defined—could be meaningfully translated into construction-industry terminology,” said Larry Owen, Quality Division manager at ACIG.

    Then, a small group of employees began breaking down concepts from the Baldrige Criteria and turning them into questions related to construction, and a new, beneficial understanding emerged.

    “Once we established the [Baldrige Criteria’s] applicability to our industry, the benefits became apparent,” said Owen. “We began to see buy-in on the concepts of business improvement, sustainability, and succession planning of current and future leaders.”

    Performance Excellence Journeys Begin
    Owen said that because ACIG’s mission includes reducing the overall cost of risk for its Members, the company created a Quality Management Department focusing on the narrow discipline of quality in construction. Now, however, those quality-specific initiatives sit within the overall context of performance excellence. According to Owen, the refreshed focus of the Quality Department includes each aspect of the performance excellence business model while continuing to provide management guidance on basic quality controls, quality assurance, quality risk management, and proactive construction-defect mitigation. This strategy more clearly aligns the business results of ACIG and its Members, said Owen.

    “The more our Members improve their risk mitigation/prevention, the better our underwriting results,” said Owen. “Members have an incentive to continuously improve as it relates to risk reduction.” He added that ACIG individually supports each Member in its performance excellence journey.

    The Performance Excellence Peer Group (PEPG)

    ACIG’s Performance Excellence Peer Group listens to BMWC’s CEO Brian Acton as he describes the company’s Strategic Planning & Development Process prior to the group’s round-table breakout and report-out sessions on the subject.
    Owen said that some Members had initial challenges with their performance excellence strategies due to the lack of dedicated internal resources to capture best practices. In response to this challenge, ACIG established the Performance Excellence Peer Group (PEPG).

    “Initially, we convinced a few Members to take the [Baldrige Criteria] self-assessment written by Ph.D. Denis Leonard, which helped as a catalyst,” said Owen.

    The PEPG shares specific best-in-class practices guided by the Baldrige Criteria for Performance Excellence categories: 1. Leadership; 2. Strategic Planning; 3. Customers; 4. Measurement, Analysis, and Knowledge Management; 5. Workforce; 6. Operations; and 7. Results. ACIG Members also discuss best practices related to change-culture management and exchange ideas on how to manage continuous improvement initiatives.

    “We believe that our Members who continuously improve in these principles will improve the value to their customers and ultimately reduce the overall cost of risk with their operations,” Owen said.

    Currently, ACIG conducts a half-day, semi-annual PEPG meeting in conjunction with its semi-annual shareholders’ meeting. PEPG, which started in 2017 with the involvement of two company presidents, now has achieved a 73% participation rate among its Members. Typical attendees include principals, chief executive officers, chief operation officers, chief financial officers, executive vice presidents, senior vice presidents, and vice presidents of construction companies.

    Prior to each meeting, the 54 participating executives answer 15–20 adapted, Criteria questions developed by the ACIG staff. Each participant is required to complete the assignment before the meeting. The ACIG staff, which consists of one national Baldrige examiner and two state examiners, analyzes the responses and identifies gaps. New questions are then generated and discussed during break-out sessions and report-outs during the half-day meeting.

    “The ensuing discussions, interactions, and exchange of ideas are energizing, and everyone leaves with a sense of accomplishment and yearning to do more,” said Owen. “Our ultimate goal is to promote business improvement, continuity, sustainability, and a robust self-sustaining culture of continued learning and improvement. Achieving these goals helps to reduce the overall cost of risk for each Member. As they become more aware of the advantages, members may also consider engaging their state Alliance for Performance Excellence program.”

    To date, five companies (including ACIG) have begun Baldrige Criteria performance excellence assessments by writing Organizational Profiles, and the company encourages all group Members to write profiles within the first year of joining the peer group. Four companies have sent employees to Baldrige-based training at an Alliance state program.

    Industry Benefits

    “I think any industry would find value in the Baldrige Criteria for Performance Excellence,” said Owen. “If you lead with industry-specific knowledge, you are able to develop your own vocabulary.”

    He added that the Criteria can help industries and organizations focus on four things:

    1. Listening to the voice of the customer,
    2. Replying with the customer’s voice,
    3. Developing and sharing comparative data, and
    4. Improving your competitive advantage.

    ACIG provides insurance and related services to Members of the construction industry. Its major insurance offerings include workers’ compensation, general liability, automobile liability, subcontractor default insurance, and contractor-controlled insurance programs. Its services include underwriting, claims management, policy issuance and compliance, safety, quality assurance and quality control, performance excellence, and risk management services. The company is charged with providing a long-term stable insurance market to its Members who desire very broad coverage and specialized services for the construction industry.


  3. Learning from Role Models: Category 4: Measurement, Analysis, and Knowledge Management

    June 9, 2020 by BPIR.com Limited
    Originally posted on Blogrige by Dawn Bailey

    Baldrige Criteria Blog Series
    In this blog series, we are highlighting some of the learning (successful strategies and programs) shared by Baldrige Award recipients to highlight the categories of the Baldrige Criteria and how your organization might consider using them as inspiration.

    What is Category 4?
    Category 4 of the Baldrige Criteria covers all key information on effectively measuring, analyzing, and improving performance, as well as managing organizational knowledge to drive improvement, innovation, and organizational competitiveness.

    Category 4: Measurement, Analysis, and Knowledge Management
    This category asks how your organization uses data and information to improve organizational efficiency and effectiveness and to stimulate innovation. It asks how you select and use data and information to guide your process management. This category also asks how you build and manage your organization’s knowledge assets and ensure the quality and availability of data and information.

    Baldrige Award Recipient Best Practices
    Following are some practices shared by Baldrige Award recipients (the Center for Organ Recovery & Education, Charter School of San Diego, and Memorial Hospital and Health Care Center) in the realms of selecting and using data for organizational planning and performance improvement, and performance measurement, analysis, and review, as well as to identify best practices. What could your organization learn/adapt?

    Center for Organ Recovery & Education (CORE)
    2019 Baldrige Award Recipient, Nonprofit

    Because industry comparative data were limited, CORE took a lead role in collaborating with two other organ procurement organizations (OPOs)—who were also high-performing Baldrige Award recipients—in creating the Leadership and Innovation National Collaborative (LINC).

    LINC meets periodically to define, share, and compare data and best practices. CEOs and COOs from each member organization discuss joint strategies in an effort to enhance OPO industry performance and public perception. In 2018, the LINC executives created two committees–metrics and knowledge management–to share defined, normalized, and comparable data and to develop best practices.

    To advance OPOs’ best practices, CORE’s information technology team also worked closely with an industry-wide association to build a tool to examine infrastructure, data, and integration. CORE uses methods such as a leadership-initiated “catch-ball” process that spreads best practices through workforce communication and consensus and a program fostering employee-submitted “Great Ideas.” To identify best practices, CORE participates in local and national associations and collaborates with hospitals and transplant centers.

    CORE also gathers industry comparative data through regulatory organizations, accreditors, and customers. In cases where no industry data are available, CORE uses relative and appropriate benchmark data outside of the industry; for example, safety, turnover, information technology responses, and salary surveys have outside industry comparisons.

    The organization continuously monitors its performance on key measures through corporate and department-level dashboards, with measures cascading from dashboards and scorecards to action plans. Measures are tracked daily, weekly, monthly, quarterly, and annually using resources such as the “data mall,” which was built in-house by CORE’s information technology staff.

    Reports and dashboards in the CORE data mall require validation and sign-off. All data extracts are centralized to ensure that values are consistently used across reports and that data are current. This approach allows CORE to have great agility. For example, in 2017, the Centers for Medicare and Medicaid Services changed the way it measured transplanted lungs and partial liver transplants. CORE was able to rapidly change its own measurements and reporting.

    To project its future performance, CORE uses predictive analytics of historical data and external benchmarks and trend data. For example, the clinical department uses linear regression models to forecast the number of organs recovered, a key strategic measure. The human resources department uses a forecasting model to maintain optimal workforce skills and capacity; this model has been continuously improved to address the challenge of daily fluctuations in staffing needs for CORE’s uniquely reactive industry.

    Charter School of San Diego (CSSD)
    2015 Baldrige Award Recipient, Education

    To engage students and reduce dropout rates, CSSD brings together students, parents, teachers, counselors, and support staff to deliver learning through Pathways Personalized Education Plans (PPEPs). PPEPs are used to determine what educational programs and support to provide students by drawing on data and information, including from local school districts, surveys, community demographics, students’ short- and long-term goals, learning styles, current interests, academic achievement, and skills development. Through meetings and data reviews, teachers monitor changes in students’ needs and work with learning leads to connect students and families to local resources.

    Broken into three phases, PPEPs help students advance academically:

    1. Personalized Pathways Intake. Students’ PPEP creation begins during enrollment. A support staff member personalizes students’ individualized academic plans by collecting and analyzing information. Assigned teachers consider inputs to assign and develop personalized courses that are delivered through a blended, online independent study educational program. Teachers also work closely with families to set personal and academic goals, as well as to align resources.
    2. Student Pathways Implementation and Progress. Students and parents work with their teachers in one-on-one and small group settings. Each student’s PPEP is enhanced with field trips, volunteer opportunities, cultural events, guest speakers, career days, elective course options, and work experience customized to student interest and pathway choice. The online student and parent portal allows students and parents to access course assignments and grades at any given time.
    3. Successful Pathways Transition. Based on their preferences, students are either redirected to traditional high schools or graduate based on accomplishment of their PPEP goals. All students complete an exit survey to identify best practices and opportunities for improvement.

    The PPEP Storybook provides a single source for reviewing all pertinent student outcome results. Examples of PPEP Storybook reports include student demographic reports, new student data reports, student participation reports, student confidence survey results, graduate data, student achievement results, dropout data, retention and redirection reports, and key customer survey results. Data are segmented by school, region, resource center, and individual teacher. Several results from the PPEP Storybook are also reflected in the instructional staff scorecard.

    PPEP Storybook data are reviewed and analyzed to ensure that instructional strategies are successful for each student. Teachers can immediately reconcile and adjust students’ instruction, methods of delivery, and resources. Teachers and staff conduct home visits, perform and track appropriate interventions, and refer students and families to specific community resources and partnerships.

    Through monitoring of PPEP Storybook results and teacher scorecards, the organization learns about and identifies best practices and high performance. These best practices and high performers are held up as role models.

    Memorial Hospital and Health Care Center (MHHCC)
    2018 Baldrige Award Recipient, Health Care

    At MHHCC, data and information used for tracking daily operations and overall organizational performance are selected, collected, aligned, and integrated through the Performance Measurement Process (PMP), which is aligned with the plan, do, check, act, and evaluate process. Performance measurement supports data-driven decision making and the effective performance of key work systems, leadership and governance, access to care, delivery of care, transition to care, and support.

    In PMP step 1, leaders set organizational direction and establish Covenant Goals (strategic objectives); all subsequent measures are aligned to these goals. Measures are tracked on the organizational scorecard and through quarterly business reviews. In step 2, strategic objectives flow to 90-day action plan measures, and to processes and departments to ensure alignment. Measures and appropriate comparisons are defined for each 90-day action plan.

    In PMP step 3, 90-day action plans and daily operations are executed, and performance is measured. In step 4, results are analyzed, including analysis of organizational scorecard metrics, progress on 90-day action plans, and departmental or process performance. In Step 5, performance on measures is systematically aggregated and reviewed through the Operational Rhythm.

    The Operational Rhythm is a structured, multi-tiered framework for reviewing organizational performance and capabilities. Performance is assessed using a balanced set of measures; performance results are analyzed to provide information for decision making; and improvement plans are developed and implemented when objectives are not met. As part of the Operational Rhythm, performance gaps are identified and compared to goals, competitors, or benchmarks.

    In a 2018 improvement, alignment boards were deployed in each department. They display the organization’s mission, vision, and core values; strategic plan on a page; nursing strategic plan; organizational scorecard; department strategic challenge; stop light reports from senior leaders visiting each department and the front-line (i.e., rounding); and action plans.

    MHHCC expands service offerings by acting on market intelligence gathered via techniques such as patient and family advisory councils, analysis of third-party data, and the website and diverse social media tools. Leveraging this intelligence, MHHCC introduced a new stroke telemedicine product; gained insight into an opportunity for secondary market entry that included the need to provide services to the Amish community; and targeted the expansion of the oncology service line.

    High-performing units submit best practices electronically to the Hospital Update Board (HUB). After an idea is submitted, best practice team members review and determine if the idea is a “best” practice or a “recommended leadership” practice. Identified best practices/recommended leadership practices are presented at leadership meetings along with action plans for their deployment. Additionally, best practices are captured through 90-day action plan weekly report outs, leadership rounding, the Nursing Clinical Practice Council, and other updates.


  4. Is Johnny Carson to Blame for the 1973 Toilet Paper Shortage? How Could Baldrige Help Manufacturers Prepare for the Next Panic-purchases?

    June 3, 2020 by BPIR.com Limited

    Originally posted on blogrige by Harry Hertz

    My fascination with toilet paper
    I will answer the questions posed in the title to this posting, but first a little history. I guess my fascination with toilet paper began in the early 1970’s while living in Europe. I had an occasion to use the toilet while riding British rails and was fascinated by two aspects of the toilet paper. First the paper itself was waxed on one side and coarse on the other. But even more fascinating was that each sheet was imprinted “On Her Majesty’s Service.” Far be it from me to question Her Majesty! The second experience was visiting a little town in Italy and going to a restroom where the toilet paper really was squares of an old newspaper hung up by a piece of string through a hole in the sheets.

    Fast forward to the gasoline shortage in the U.S. in the 1970’s. There was a simultaneous shortage of toilet paper. Why? According to CBS News, a Congressman from Wisconsin released a statement saying, “The next thing we’re gonna have to worry about is a potential toilet paper shortage.” Tonight Show writers picked this up and wrote it into Johnny Carson’s monologue for Dec. 19, 1973, omitting the word “potential.” That sent his audience of nearly 20 million people to the supermarkets and the rest is history. About a month later Carson issued a correction, “For all my life in entertainment, I don’t want to be remembered as the man who created a false toilet paper scare. Apparently there is no shortage!”

    So, what is the cause of today’s shortage?
    As best I can tell from reading numerous reports there are two contributing causes. According to Time and psychologist Baruch Fischhoff, a professor at Carnegie Mellon University, when people experience a shortage of certain foods they can always substitute. But that leads to thinking about things that don’t have substitutes. When it is a primal need, like toilet paper, we run to the stores and guarantee our personal supply. The same reaction occurs in advance of a snowstorm. However, since that is a regional event supplies can be quickly replenished.

    The second contributing cause is families staying at home and not going to work or school. According to Georgia-Pacific, a leading U.S. toilet paper manufacturer, 40% of toilet paper use normally occurs outside the home. The problem is that the paper manufacturing industry works on tight margins and commercial toilet paper is different in make-up and packaging than home-use toilet paper. Making a shift in existing assembly lines is difficult.

    So, how could Baldrige help?
    Today, it’s toilet paper. But could your product face a shortage one day due to circumstances beyond your control? The Baldrige Criteria for Performance Excellence ask a number of relevant questions that can help manufacturers prepare for unexpected runs on their products:

    • Item 3.1 is about listening to customers and determining their product and service needs.
      Specific questions ask how you determine customer and market needs for product offerings. Also, how you adapt product offerings to meet the requirements and exceed customer group and market segment expectations. Before a shortage strikes your product, could you prepare some flexible manufacturing lines or alternative packaging and delivery options?
    • Item 4.2 is about managing information and organizational learning.
      Specific questions address assembling and transferring relevant knowledge for use in innovation and strategic planning. Also, how you embed learning in the way your organization operates. Are you incorporating information and knowledge from other instances of shortages in your planning processes?
    • Item 6.1 is about designing, managing, and improving key products and work processes.
      Specific questions address designing products and work processes to incorporate organizational knowledge, consideration of risk, and the potential need for agility into products and processes.
    • Item 6.2 is about effective management of operations.
      Specific questions address how your organization prepares for disasters or emergencies. It asks how your disaster emergency preparedness system considers prevention, continuity of operations, and recovery. It also asks about how your system takes your reliance on workforce, partners, and your supply network into account.

    These are not easy questions to address in low-margin industries. While I may be biased, I believe the Baldrige Criteria questions could help your organization and industry be better prepared for disasters and emergencies in the future and avoid shortages?

    Oh, and one final smile for those who haven’t heard it, my neighbors’ yard got TP’d yesterday and their real estate value immediately went up $10,000.

    Stay well!


  5. Learning from Role Models: Category 1: Leadership

    June 2, 2020 by BPIR.com Limited

    Originally posted on blogrige by Dawn Bailey

    Baldrige Criteria Blog Series
    In this blog series, we are highlighting some of the learning (successful strategies and programs) shared by Baldrige Award recipients to highlight the categories of the Baldrige Criteria and how your organization might consider using them as inspiration.

    What is Category 1?

    Category 1 of the Baldrige Criteria covers your organization’s leadership.

    Category 1: Leadership
    This category asks how senior leaders’ personal actions and your governance system guide and sustain your organization. It asks about the key aspects of your senior leaders’ responsibilities, with the aim of creating an organization that is successful now and in the future. It also asks how the organization ensures that everyone in the organization behaves legally and ethically, how it fulfills its societal contributions, and how it supports its key communities.

    Baldrige Award Recipient Best Practices
    Following are some leadership practices shared by Baldrige Award recipients (Donor Alliance, Mary Greeley Medical Center, and Tri County Tech) in the realms of supporting a mission-driven workforce, reinforcing culture, setting expectations, fulfilling societal contributions, and supporting key communities. What could your organization learn/adapt?

    Donor Alliance
    2018 Baldrige Award Recipient, Nonprofit

    Successful nonprofit organizations know that a workforce committed to the mission is one element of success; Donor Alliance, the third largest U.S. organ procurement organization by geographic service area, knows that a commitment to mission is everything.

    In the year Donor Alliance received the Baldrige Award, 100% of staff members indicated that they understood how their jobs helped the organization achieve success. Also, staff members consistently reported that they understood the company’s plans for future success and how their work supports that success.

    Senior leaders demonstrate a commitment to the mission at every opportunity. Each organizational presentation begins with review of the mission, vision, and values (MVV). To ensure transparency, senior leaders communicate key decisions to help staff understand the reason for and impact of them. Engagement is partly measured by staff members demonstrating a widespread awareness, understanding, and connection to the MVV, along with how their own personal objectives contribute to fulfilling the organization’s mission to save lives through organ and tissue donation and transplantation.

    Senior leaders also emphasize the mission-driven culture by inviting donor families and organ/tissue recipients to share their stories during quarterly all-staff meetings. These stories provide employees with a clear connection of their work to achieving the mission.

    The organization’s approaches for creating an environment for success have undergone multiple refinements. Most recently, an Integration Team was created to improve and integrate approaches for strategy development, innovation, and knowledge management. In 2018, based on the Integration Team’s feedback to senior leaders, the organization moved to an integrated platform to manage both organizational strategic and individual performance.

    The deployment of strategic objectives, strategic goals, and action plans strengthens alignment from individual employees to the organization’s objectives and mission. Leaders review personal goal progress with each employee during monthly 1:1 meetings.

    In addition, the Organizational Rhythm integrates all of these approaches together to help the organization focus on the actions to stay mission-driven and meet the goals of the strategic plan. The Organizational Rhythm provides the structure for how Donor Alliance tracks, evaluates, and improves key systems, processes, and deployment of key approaches throughout the organization.

    Mary Greeley Medical Center
    2019 Baldrige Award Recipient, Health Care

    The tag line “Doing What’s Right” for Mary Greeley Medical Center (MGMC) not only captures a key characteristic of the organization’s culture but makes clear the expectations that senior leaders have not only for their staff but for themselves. As part of the culture, leaders reinforce the tag line through the Patient and Family Advisory Council, where patients and families share their views of “what’s right” and learn about and contribute to important changes; in leaders’ visits to patients on care units and to employees in their work environments; and through leaders’ participation in improvement events. The tag line reinforces MGMC’s mission, vision, and values (MVV) and supports a culture where employees are empowered to continuously improve their work and to do what’s right.

    Senior leaders systematically set, communicate, and deploy the MVV through the Leadership System, which is aligned with the requirements of patients, other customers, and stakeholders. Leaders personally and regularly share the vision and values with the workforce, medical staff, and key suppliers and partners. In addition, senior leaders recognize employees for exhibiting the MVV in their daily work and send personal thank-you notes to employees’ homes.

    The personal actions of senior leaders reflect a commitment to the organization’s values through listening to staff members’ concerns and accomplishments, through fair and respectful two-way communication, and through CEO-led employee focus groups. Respect is reinforced through communication and support of engaging those closest to the work to be innovative in the design and re-design of their work and through sharing progress with all employees.

    In 2017, MGMC adopted the Big Dot Goal philosophy to create laser focus on action required to achieve key organizational strategies (reduce preventable harm, improve inpatient experience, increase employee engagement, and achieve operating margin). The philosophy ensures that senior leaders create and reinforce a culture of doing what’s right. Each vice president is assigned a Big Dot Goal based on his/her area of responsibility, and he/she brings progress-to-plan on the goal to monthly meetings. The Big Dot Goals and leader assignment of such are aligned with the organization’s performance management system and are cascaded throughout the organization and hardwired into daily operations through the senior leader strategic plan review, leader monthly meeting model, Leader Business Review, and workforce Big Dot Goal cards to support operational decision making.

    Tri County Tech
    2018 Baldrige Award Recipient, Education

    Tri County Tech (TCT) contributes to society by providing education for a skilled workforce and preparing students for continuing education. TCT resides in one of the most poverty-stricken U.S. states, but the school offers students hope by breaking the cycle of poverty through placement in good jobs and opportunities for continuing education.

    TCT makes every effort to provide opportunities that help students reach their goals. The Tri County Foundation provides opportunities and financial assistance that allow students to be successful in their selected programs of study. The foundation’s goal is “No student should be denied access to education due to their ability to pay.” TCT created a process through its Student Success Advisors for disadvantaged students to receive financial assistance, including funding for eye exams, gas cards, and monies for needed medication and even food, a most basic need that is sometimes not easily obtained.

    Societal well-being and benefit are part of TCT’s overall strategy, aligning with its value of investing in the community and its core competency of economic and community development. TCT has two employee-led standing committees: the Community Relations Committee and Bright Ideas Committee.

    The Community Relations Committee’s focus is aligned with the value of investing in the community. The committee leads the process for selecting and prioritizing societal well-being efforts. The process has four steps:

    1. Determine the top-three fundraising events and volunteer activities to be supported by TCT’s workforce.
    2. Expect each workforce member to perform a minimum of 16 community service hours, which is included in his/her individual action plans, with eight of those hours during paid time-off. (A key performance measure of the Operational Plan is for 100% of the workforce to attain community service goals.)
    3. Analyze the results of TCT’s community involvement.
    4. Make recommendations for improvements that will lead to the selection of future fundraising events and volunteer activities.

    Community interest and concerns are addressed through meetings with partner schools, towns, and the Board of Education. In full transparency, senior leaders share organizational performance through measurement and reporting systems, monthly Superintendent Forums attended by all employees, and workgroup-level communications. In the year TCT received the Baldrige Award, more than 300 workforce members and students volunteered for United Way’s Day of Caring, making TCT the largest contingent of volunteers from one organization.