ACCREDITATION TRAINING

2. ACCREDITATIONTRAINING February 14, 2019

3. Learning Objectives • To develop understanding of the standards upon which accreditation is based • Accreditation is not an event simply checking for compliance • It is a review to understand how quality principles are embedded in the daily operations of an SBDC network to encourage continuous improvement

4. Accreditation history • Inconsistencies between programs were becoming evident • Some were performing at a high level and some were not • A standard was needed that defined excellence and an approach to achieve high performance

5. How did the SBDC respond? • The SBDC needed a way to show the value of this program and public money is well spent. • Worked with Congress and SBA to develop quality program standards to insure high performing SBDCs. • Today, Congress funds what is now known as the Accreditation Process.

6. 1994 Congress passed a law for oversight • The law was designed to ensureall SBDCs are well managed and deliver quality service. • That law requires SBA to conduct: • Financial examinations • OSBDC to develop capability to examine SBDC • Law requires every other year • Programmatic reviews • SBA responsible for an accreditation program to ensure SBDCs programming quality. • SBA under contract delegated to the ASBDC • Review cycle is transitioning from a four year cycle to a five year cycle. By 2016, all will be on a five year cycle.

7. Accreditation focuses on strengthening management and results by reviewing: Responsiveness to clients & customers needs Responsiveness to stakeholders needs Responsiveness to staff needs Responsiveness to organization’s priorities Management of innovation Performance-based outcomes

8. The goal of the process Drive SBDC improvement Strive for world-class management Address barriers preventing world-class management status

9. Additional Benefits Promote High quality programs at all 62 SBDCs Aggregate success is the key to increased (or continued) funding Enables SBDCs to identify opportunities and to improve performance Reduces stakeholder intervention Helps SBDC’s address structural or political risk Sets SBDCs apart from other providers

10. Values of Accreditation • Visionary leadership • Customer driven excellence • Organizational and personal learning • Valuing employees and partners • Agility • Focus on the future • Managing for innovation • Management by fact • Focus on results and creating value • Systems perspective

11. Basis of Accreditation The Baldrige Criteria for Performance Excellence

12. Why Baldrige? • Assess performance on a wide range of key indicators • Leadership, planning, customers (clients), measurement, HR, operations, results • Looks at performance in each area to discover ways to continuously improve • Explores how data (results, facts, information) is used to better manage the program

13. Standards and Instructions for Self-Study Document • Combined standards and self-study guide • Standards in bold • Self-Study Guide in italics • Technology Standards indicated with * • Notes for each standard • Glossary of Terms included with standards • Coming soon…Addendum with guidance for Technology Accreditation

14. Technology Designation • Before you move forward on a technology initiative, please consider: • Contacting several states/regions that have a “T” designation and find out about their experiences • Have a clear understanding of the “T” standards • Discuss the “T” initiative with your staff and stakeholder and obtain consensus on the importance of this strategy • Make sure you have a dependable allocation of resources

15. Accreditation of Technology Programs • See the (*) standards • Make these replies stand out as separate paragraphs • Change was made in response to membership feedback • Opens the door for other specialized accreditations if desirable/helpful

16. Accreditation Criteria

17. 3.0Stakeholder and Customer Focus Objective: • Identify and segment stakeholders and customers • Determine needs, requirements, expectations and preferences for each • Build relationships and acquire new ones • Determine satisfaction

18. 3.1 Stakeholder needs and relationship management Describe how the SBDC • Defines key stakeholders • Brings value and aligns with stakeholder needs • Enhances existing relationships and acquires new ones as appropriate • Seeks and responds to actionable feedback, including satisfaction with the relationship

19. 3.2 Customer Needs and Relationship Management Describe how the SBDC • Determines requirements and expectations for customers • Defines key customer segments • Enhances existing relationships and acquires new clients • Seeks and responds to actionable feedback, including satisfaction with current offerings • Provide trend data for key client measures

20. 3.3 Marketing & Promotional Programs • Integration of strategy & image based on • Marketing strategy and desired brand identity • Consistent logo demonstrating the SBDC is a cohesive network • Acknowledgment as an accredited member of the ASBDC where appropriate

21. Accreditation Categories

22. 1.0 Leadership and Organizational Issues Objective: Create an environment in which leaders routinely address organizational values, ethical behavior and performance expectations.

23. 1.1 Senior Leadership Authority Senior leaders have authority to make decisions to lead, set strategic direction and sustain the network • Guide & sustain the SBDC to align with key stakeholders and support organizations • Set strategic direction • Manage operations • Allocate resources; manage the budget determine organizational structure, and optimal center locations • Design personnel requirements and expectations • Create and achieve performance expectations

24. 1.2 Leadership System • Establish vision & values • Accomplish strategic priorities • Set performance expectations and analyze results • Promote ethical behavior • Comply with laws, regulations, Notice of Award and Program Announcement • Support the National SBDC Program

25. Accreditation Categories

26. 2.0 Strategic Planning Objective: Develop, implement, modify and measure progress on a strategic plan that drives the SBDC network toward its vision while pursuing its mission and upholding its values.

27. 2.1 Strategy Development • Strategy Development Process • Steps in the process, participants and planning horizon • How opportunities are identified that align with stakeholder needs and translate to customer services • Strategic Priorities • Have measuresand timetables for accomplishment • Identifies the most important goals

28. 2.2 Strategy Implementation Demonstrate the SBDC has a process to deploy the strategic plan throughout the network, which includes identifying necessary resources, measuring progress and modifying priorities.

29. Accreditation Categories

30. 6.0 Operations Focus Objective Designs, delivers, manages and improves key services and supportive or critical work processes that maximize customer and stakeholder value, improves operational effectiveness and achieves organizational success and sustainability.

31. 6.1 Key SBDC Services • Key services align with the lead center strategy and cooperative agreement • Processes are in place so that • Each Key Service is designed, managed and aligned with needs of key customer groups • Performance is analyze for quality, efficiency & effectiveness with the aim to increase value to clients • Specialty programs are leveraged with and integrated into the SBDC Network

32. Accreditation Criteria

33. 5.0 Workforce Focus Objectives: • Create an environment and work systems that engage, manage and develop the workforce to maximize its potential in alignment with the strategic plan. • Analyze trends in human resource results to support continuous improvement and high performance.

34. 5.1 Workforce Capability & Capacity • Organization structure and staffing pattern based on the key needs and strategies of the SBDC. • The structure enables the workforce to: • Carry out mission and strategic priorities • Capitalize on core competencies • Achieve desired results and high performance

35. 5.2 Workforce Learning & Growth Determine the professional development needs to reach strategic objectives, including • Identification of core competencies • Determine the professional development needs of the workforce • Develop workforce education and professional development strategy that covers • Training for new members of the workforce • Enhancing core competencies • Leadership and management skills as a basis of succession planning • A system to assess the effectiveness of offerings and make changes when warranted

36. 5.3 Workforce Engagement Maintain a work environment and support climate that contributes to the well-being, satisfaction and engagement of all personnel: • Ensures & improves workplace health, safety and security • Ensures workplace preparedness for disasters and emergencies • Seeks staff feedback to determine key factors affecting well-being, satisfaction and motivation • Provides benefits and policies that enables workforce well-being • Provides facilities professional in appearance, adequate for delivery of services and confidential counseling • Provide trend data for key human resource measures

37. Accreditation Categories

38. 4.0 Measurement, Analysis and Knowledge Management Objective: • Create a management system to track overall performance that includes • Measurement selection • Data collection • Analysis • Alignment with key strategic objectives

39. 4.1 Development & Implementation of a Performance System • SBDC have a process to: • Select measures • Gather data • Analyze data • Use information to enable learning and continuous improvement • Provide deployment results with trends over time and comparisons/benchmarks • Learning and adjustment based on analysis

40. 4.2 Data Integrity • A systematic process for attribution from clients that SBDC assisted in the achievement of economic impact • Verification procedures for the accuracy of data

41. 4.3 Security and Confidentiality of Data • A system is in place to ensure security and confidentiality of electronic and hard copy data

42. 4.4 Measurement of Economic Impact • The SBDC program must participate in the impact studies of the ASBDC and SBA and strive to attain a statistically significant number of useable responses while adhering to survey protocol and maintaining survey integrity.

43. Accreditation Categories

44. What is the real value of the Self Study? • Objectives • Self study is a management manual • Focus attention on what is important • Help build understanding strengths and weaknesses • Use metrics and trend analysis to learn and improve • Identify the key steps to move to the next level • Helps identify key themes • Use as a training tool for new and existing staff

45. Writing The Self-Study • The Self-study helps the team understand your network • The writtenresponse for each accreditation standard should tell the team: • The Approach (or process) used by the SBDC to address the criteria described in the standard. • The level of Deploymentyour processes are used.

46. Writing the Self-Study • The extent to which they have become Systematic, which means they build in the ability to share, evaluate, and improve. • Systematic processes support Individual and Organizational Learning since they can be shared (taught), and evaluated to support improvement. • How the important activities related to each process are Aligned with the key strategies of the organization.

47. The End! Questions? Feedback! Thanks for your attention!