Rocky Mountain Performance Excellence
Organizational Profile
P.1. Organizational Description
Incorporated in 2000 as a 501(c) (3) non-profit corporation, Rocky Mountain Performance
Excellence (RMPEx) helps organizations improve performance and achieve results. It is one of over
30 similar state programs that exist throughout the U.S. The approach is based on the Baldrige
criteria for Performance Excellence framework, a proven program that brings innovation and
continuous improvement to an organization. RMPEx is the resource that guarantees tailored, lowcost, actionable, objective feedback and consultation to organizations throughout the Rocky Mountain
Region. RMPEx serves its customers and the community through its core competencies of training
and education, assessment and feedback, recognition and awards, and facilitation of networking and
the sharing of best practices.
P.1.a. Organizational Environment
P.1.a (1). What are your organization’s main product offerings? What is the relative importance of each to your
organization’s success? What mechanism do you use to deliver your products?
RMPEx products and services are categorized as being either CORE or SUPPORT (see detailed
description in Table A). Assessment with feedback is our primary and core service. It is structured as
a tiered offering of assessments designed to facilitate the performance excellence journey for
applicants regardless of their maturity. All four tiers utilize the Baldrige framework and provide a
written feedback report highlighting key themes, strengths, and opportunities for improvement.
To deliver assessment services to applicant organizations, RMPEx utilizes volunteer trained examiner
teams to examine applications and compile feedback reports. Additionally, a panel of volunteer
Judges review assessment results and determine award recipients.
Included in core offerings is applicant training required to deploy the program. Experience tells us
organizations and individuals need to know the why as well as the how to adopt systematic
performance improvement principles. Offerings are geared to help understand both. Education of
individuals and organizations is provided to promote understanding, assessment, and
implementation of the performance excellence principles embodied in the RMPEx Criteria.
Performance Excellence Incubator (PEI) is a new RMPEx product designed to accelerate
organizational transformation through a series of workshops, interactive education, and online
services. Senior leaders learn what is essential to create a management system blueprint. From
there, senior leaders refine work systems based on need, identified through assessment and feedback
from RMPEx and collaborative input from peers and mentors who are associated with PEI.
An annual Quest Event is held during which applicants are recognized for their progress through the
tiered award program and volunteers are recognized for serving as examiners, judges, board and
committee members. Collaborators are also recognized for their financial and in-kind contributions.
Recognition and award events provide a venue for acknowledgement of the accomplishments and
hard work that is required to be on the journey to performance excellence plus an opportunity to
celebrate success, as well as recognize and inspire volunteers.
Best practices sharing and networking is facilitated to promote transfer and building of performance
excellence knowledge assets throughout the Rocky Mountain Region.
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CORE PRODUCTS & SERVICES
Peak Application Examination w/Site Visit &
Feedback Report and two-hour Post Feedback
Review
Timberline Application Examination w/Site
Visit & Feedback Report and two-hour Post
Feedback Review
Foothills Application Examination w/Site Visit
& Feedback Report and two-hour Post
Feedback Review
High Plains Application Examination
w/Feedback Report and one-hour Post
Feedback Review
New and Returning Examiner Training
Introductory Awareness Workshop including
High Plains
Application Writing Workshop
Annual Quest for Excellence Event
SUPPORT PRODUCTS & SERVICES
Performance Excellence Incubator Program
“Are We Making Progress” Assessment
w/Interpretation
Baldrige Express Assessment w/Interpretation
Scorebook Navigator application-assistance
software
E-Learning Courses
Achievements in Excellence
Senior Leader Awareness Sessions
RELATIVE
IMPORTANCE
Tier 4: Most
comprehensive; direct
linkage to Baldrige
Tier 3:
Assesses organizational
approach, deployment,
learning & integration,
provides pool
Tier 2:
Assesses organizational
approaches, provides
applicant pool
Tier 1:
Organizational profile,
starts applicants on
multi-year engagement
Required to conduct
examination of
applicants
Provides a starting
point applicants,
sustainability
Provides assistant to
beginning applicants
Formal recognition of
applicants & volunteers
Marketing/promotion
RELATIVE
IMPORTANCE
Development of leaders
and applicant pipeline
Measurement of
progress to PE goals
Measurement of
progress to PE goals
Examiner and applicant
support tool
Convenient learning
platform for knowledge
Outreach to potential
applicants, focus on
specific sector
Continuous learning by
leaders pursuing PE
DELIVERY MECHANISMS
Independent Review, Online
Consensus, Site Visit, and Report
Writing & Delivery, Post Feedback
Review
Independent Review, Online
Consensus, Site Visit, and Report
Writing & Delivery, Post Feedback
Review
Independent Review, Online
Consensus, Site Visit, and Report
Writing & Delivery, Post Feedback
Review
Independent Review, Online
Consensus and Report Writing &
Delivery
Pre-work, independent review,
classroom training
On site training and application
development
On site training and application
development
Keynote Speakers, Awards
Ceremony, Educational Break Outs,
DELIVERY MECHANISMS
Monthly workshops at Monfort
Institute, LeaderLink website
repository and chat room
Online w/ follow up consultation
either in person or on site
Online w/ follow up consultation
either in person or on site
Online and personal coaching from
APD
Online computer based training
Keynote speakers, Educational
break outs, Best Practice sharing
Keynote speakers, Best Practice
sharing
P.1.a (2). What are the distinctive characteristics of your organizational culture? What are your stated
PURPOSE, VISION, VALUES, and MISSION? What are your organization’s core competencies and their relationship
to your mission?
RMPEx is a volunteer-driven organization, which continually recruits knowledgeable individuals as
examiners to participate in application examination teams, as judges for decision-making on award
recipients, as members of RMPEx Board of Directors, and tactical and standing committee members.
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The volunteer experience positively impacts personal knowledge of performance excellence and
increases professional credibility and influence. Additionally, the volunteer experience provides an
opportunity to be passionate about something you believe in and make a difference in your state or
region.
Purpose
Rocky Mountain Performance Excellence exists to help organizations learn to objectively and
precisely measure and improve performance to achieve better results. It serves all Rocky Mountain
Region organizations regardless of size, type, or economic sector. Organizations and individuals who
participate in the RMPEx community increase productivity, satisfy employees and customers, and
realize improved results for both customers and stakeholders.
Vision
The RMPEx community creates a culture of excellence that is pervasive throughout the Rocky
Mountain Region.
Values
RMPEx adopted the Baldrige Core Values:
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Visionary leadership
Customer-driven excellence
Organizational and personal learning
Valuing workforce members and partners
Agility
Focus on the future
Managing for innovation
Management by fact
Societal responsibility
Focus on results and creating value
Systems perspective
Mission. We serve the people of the Rocky Mountain Region by cultivating performance
excellence that generates outstanding results. We fulfill this promise through our core
competencies:
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Training and education
Assessment and feedback
Recognition and awards
Networking and sharing of best practices
P.1.a (3). What is your WORKFORCE profile? What are your WORKFORCE or employee groups and SEGMENTS?
What are their education levels? What are the KEY elements that engage them in accomplishing your mission and
vision? What are your organization’s WORKFORCE and job DIVERSITY, organized bargaining units, KEY workforce
benefits, and special health and safety requirements?
RMPEx relies on volunteers and part-time consultants to perform the work of the organization. Paid
consultants include an Executive Director (ED), an Award Program Director (APD), and an
Administrative Assistant. Volunteer segments include examiners (80-120), judges (6-8), board
members (18-22), and committee members (10-15). They represent nearly every public and private
sector in the Rocky Mountain Region, with experiential knowledge ranging from front-line staff to
executive-level professionals. Volunteer committees perform work with support and coordination
from the ED, APD, and Board Chair. The educational level of the volunteer workforce and paid
consultants ranges from bachelors degree to PhD. The Board member educational profile is
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bachelors degree (5%), masters degree (75%), PhD (15%), and two Board members with dual
degrees (5%).
The key elements that engage the workforce include a strong belief in the Baldrige process and a
passion for performance excellence, including other continuous improvement programs such as Lean,
ISO 9000 and Six-Sigma.
The key requirements and expectations of the RMPEx workforce, as determined from response to
surveys, are as follows:
1. learning and development,
2. personal and professional networking,
3. opportunity to contribute to progress toward performance excellence in the Rocky Mountain
Region.
All organizational segments including education, government, healthcare, manufacturing, non-profit,
services, and small business are represented in the RMPEx workforce. The workforce is equally
divided between the genders, and mirrors the diversity in the community.
Contract consultants such as the ED, APD and AA are paid at an hourly rate plus expenses with an
opportunity for additional compensation in the form of a periodic bonus. There is no union
representation and no health benefits are offered to consultants. RMPEx rents office space at a
reduced rate from a sponsoring organization and operates in a standard office environment with
posted OSHA requirements. Office security is maintained via a locked door with an access code that
is changed at least every six weeks.
P.1.a (4). What are your major facilities, technologies, and equipment?
RMPEx technology includes its website (www.rmpex.org), web conferencing, Zoomerang survey
capability, Baldrige Express, Scorecard Navigator and e-Learning courses. Paid consultants have
laptop computers. In-kind sponsors may donate equipment, meeting space, consumables, copying
and printing, and volunteer labor to support other key activities, such as materials production and
training. RMPEx rents physical office space as indicated above, which includes access to training and
conference rooms.
P.1.a (5). What is the regulatory environment under which your organization operates? What are the applicable
occupational health and safety regulations; accreditation, certification, or registration requirements; industry
standards; and environmental, financial, and product regulations?
RMPEx is regulated by the Internal Revenue Service 501(c)(3) non-profit corporations, and the non
profit requirements of the state of Colorado where it is domiciled.
P.1.b. Organizational Relationships
P.1.b (1). What are your organizational structure and GOVERNANCE system? What are the reporting
relationships among your GOVERNANCE board, SENIOR LEADERS, and your parent organization, as appropriate?
RMPEx, founded originally as Colorado Performance Excellence in 2000, is governed by 501(c)(3)
non-profit regulations. Rocky Mountain Performance Excellence (RMPEx) has been added as a trade
name and operates under the same legal structure. The Board of Directors (BOD) acts as the policy
and direction setting body. The BOD meets quarterly to review the organization’s progress to the
strategic plan, consider committee proposals, set direction, and make decisions. The Leadership
Committee, made up of Officers, Consultants, and Committee Chairs meet monthly to review financial
performance, address routine decisions, create agendas, and check progress of key projects. Officers
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include the Chair, Vice Chair, Treasurer, and Secretary. (See Appendix P.1, RMPEx Operational
Structure)
A part-time consultant serves as Executive Director (ED), reporting to the Board of Directors, is
responsible for working closely with the Board Chair and the Board of Directors to fulfill its
governance function. The consulting ED is ultimately responsible for the operation of all programs,
the management of fiscal resources, the supervision of all staff, and for overseeing the delivery of
RMPEx products and services to the community.
A paid part-time Awards Program Director (APD) reports to the Executive Director and is responsible
for the effective planning and deployment of the organization’s core services. A part-time
Administrative Assistant also reporting to the ED provides support to the ED, APD, and Board Chair,
as required.
Officers serve for 2-year terms and Board members serve for 3-year terms and can petition the Board
for renewal. There are no term limits. The Board meets quarterly, with the fall session dedicated to a
short- and long-term strategic planning process where goals are set and action plans are developed.
These action plans are monitored during the quarterly Board meetings with adjustments made as
necessary to ensure that targets and goals are met. The Board also approves budgets, marketing
plans, and business plans. RMPEx is a privately funded organization not affiliated with any
governmental or other organization.
P.1.b (2). Customers and Stakeholders: What are your KEY market SEGMENTS, CUSTOMER groups and
STAKEHOLDER groups, as appropriate? What are their KEY requirements and expectations for your products and
CUSTOMER support services and operations? What are the differences in these requirements and expectations
among KEY market SEGMENTS, CUSTOMER groups and STAKEHOLDER groups?
The expansion into the Rocky Mountain Region extends service territory for RMPEx, but the products
and services provided to Montana and Wyoming will be the same as those that have been offered to
Colorado over the past 10 years. Regardless of geographic location, RMPEx has defined its target
within each customer group as the senior leader of a 50+-person organization in a positive cash flow
position that is growing or declining slowly or is in rapid growth. They may already be using a
systematic approach to management or have previous experience with continuous improvement and
are looking for options. RMPEx welcomes organizations engaged in Lean, Six-Sigma, ISO 9000, Zero
Defects or any other approach that focus on doing work right the first time, unlocking the full
potential of the workforce aimed at achieving financial sustainability, with increased employee
engagement and excellent customer satisfaction.
RMPEx’s key market segments are applicants, sponsors, and event attendees. Key customer groups
have been defined as education, business, health care, manufacturing, nonprofit,
government/military, service and small business. Finally, key stakeholders include volunteers, policy
makers and the citizens of CO, MT, and WY. The following table outlines the key requirements,
customer support services and operation, and differentiators for each segment and group.
KEY MARKET SEGMENTS
Key Requirements
Applicants
Accurate assessment
with actionable
feedback report
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Customer Support
Services & Operations
Training (intro, application
writing, examiner), postevaluation debrief with
specific feedback on OFIs
Differentiators
Measurable
improvement of
organizational
results
Sponsors
-Applicant
-Non Applicant
Periodic updates to
stay apprised of
RMPEx activities
Event attendee
-Annual Quest
-Achievements in Excellence
-Senior Leader Awareness
Engaged and inspired
to either start or
continue the journey
to performance
excellence
KEY CUSTOMER GROUPS
Key Requirements
Education
Understanding of the
education sector and
practices
Understanding of the
healthcare industry
and practices
Clear ROI for resources
applied
Health Care
Manufacturing
Nonprofit
Understanding of
nonprofit sector
drivers
Government/Military
Understanding of
government policies
and constraints
Service
Understanding of
service sector
operational models
Ability to apply
complex systems on a
small, practical scale
Key Requirements
Small Business
KEY STAKEHOLDER GROUPS
Volunteers
Policy Makers
Citizens of State in Rocky
Mountain Region
Recognition
Value for government
entity, i.e. city, county,
state
Value for products &
services
Reduced fees for RMPEx
products and services,
participation in focus
groups to assist RMPEx in
product development
Relevant topics,
knowledgeable presenters,
adequate notification of
event dates, geographic
convenience to attend
events
Customer Support
Services & Operations
Feedback and best
practices related to
education issues
Feedback and best
practices related to
healthcare issues
Accelerated organizational
transformation, timely and
effective feedback
Performance excellence
education and practical
application in a mission
based organization.
Translation of business
criteria into government
application in feedback and
best practices
Translation of
manufacturing criteria into
service best practices
Translation of criteria into
strategic advantages where
resources are limited.
Customer Support
Services & Operations
True partnership
that provides
benefit to both
parties
Advantage of investment
for long- term sustainability
during a term in office
Measureable results from
key community
organizations
Election driven
leadership, special
interest influence
Excellent customer
satisfaction
Learn about
actionable tools and
techniques
Differentiators
Student retention &
learning outcomes
Healthcare
outcomes, safety,
cost management
Profit, market
share, customer
satisfaction
Scalability of
criteria, operational
reserves, mission
impact
Regulation, public
process, tax & fee
based funding
sources
No product
foundation,
customer service
Scalability of
criteria, market
share, profit
Differentiators
P.1.b (3). Suppliers and Partners: What are your KEY types of suppliers, PARTNERS, and COLLABORATORS?
What role do these suppliers, PARTNERS, and COLLABORATORS, play in your WORK SYSTEMS and the production
and delivery of your KEY products and CUSTOMER support services? What are your KEY mechanisms for
communicating and managing relationships with of suppliers, PARTNERS, and COLLABORATORS ? What role, if
any, do these organizations play in your organizational INNOVATION PROCESSES? What are your KEY supply
chain requirements?
Suppliers, partners and collaborators are critical to the accomplishment of the RMPEx mission.
Partners facilitate and support RMPEx programs in multiple ways.
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RMPEx utilizes key suppliers to support video production, website development, graphic design,
public relations, auditing, fundraising, and printing. These suppliers support the market outreach
and communication strategies of RMPEx by developing messages that are clear and succinct yet
provide sufficient detail for customers to understand our products and services.
A key partner is the Monfort Institute, a part of the Monfort College of Business at the University of
Northern Colorado, a 2004 Baldrige recipient. The Monfort Institute has launched the Performance
Excellence Incubator as a co-branded product with RMPEx. Patterned after a new business
incubator, this program targets small and midsize companies to provide a faster and easier way to
transform organizations to high performance and to provide a pipeline of potential applicants for
RMPEx. This innovative program is an essential component of the RMPEx short- and longer-term
strategic plan to increase the number of applicants.
RMPEx partners with other performance excellence organizations, including the Baldrige
Performance Excellence program and the Alliance for Performance Excellence, a network of over 30
state and local Baldrige based organizations. The Baldrige Performance Excellence program provides
fundamental assessment & feedback process definition, the foundation for RMPEx criteria.
Associated training materials, expertise and marketing support via their events and social media
outreach such as Facebook, Twitter, and blogs are also utilized. The Alliance for Performance
Excellence provides peer support, access to the Scorecard Navigator software, and a forum for the
sharing of best practices to enhance state programs.
Collaborators provide a variety of support services with the primary emphasis being promotional
activities for RMPEx events. Collaborators include, but are not limited to, Chambers of Commerce
(event promotion); American Society for Quality (event promotion and monetary donations);
Manufacturing and Technology Agencies/Manufacturing Extension Partnerships (event sponsorships
and promotion); ICOSA Magazine (articles on performance excellence, radio program access, and free
advertising); Better Business Bureaus, and state Workforce Centers (applicants and event
promotion).
Supply chain requirements focus on clear communication, accuracy, timeliness, cost value,
competency, and ethical conduct.
P.2. Organizational Situation: What is your organization’s strategic situation?
P.2.a. Competitive Environment
P.2.a (1). Competitive Position: What is your competitive position? What are your relative size and growth
in your industry or your markets served? What are the numbers and types of competitors for your organization?
RMPEx experiences competition from other performance improvement programs such as Lean, ISO,
Six Sigma, Industry Certifications, Consultants, and the National Baldrige program. When
organizations are approached, they often respond with “We already have this” or “We have no time or
resources.” It is important to be able describe how RMPEx is unlike other approaches.
Unlike Lean, ISO & Six Sigma, RMPEx takes a broad, comprehensive approach that integrates all
organizational aspects. The RMPEx framework includes and does not compete with Lean, ISO or Six
Sigma. Unlike the Baldrige Performance Excellence program, RMPEx is more than an award program.
We partner by providing local contacts and access, training, always include a site visit and follow- up
consultation, and all for a lower cost. We immerse organizations into the RMPEx community. Unlike
large & expensive consulting firms, RMPEx provides diverse industry perspectives, leading to
breakthrough innovation and lower costs. Instead of relying on one consultant’s view, a leader is
engaged in a network that provides benchmarking and networking with many world-class
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organizations. The result is bench strength within an organization that can be drawn upon whenever
needed. Unlike Sector/Industry Specific Certification Programs, RMPEx goes beyond compliance to
basic industry requirements and helps to transform an organization for even higher performance by
connecting the dots into an integrated management system.
RMPEx competes for funding and volunteers with other non-profits. The exact number of volunteers
or funding that is lost to competitors is difficult to determine and has not been quantified.
P.2.a (2). Competitiveness Changes: What are any KEY changes taking place that affect your competitive
situation, including opportunities for INNOVATION and collaboration, as appropriate?
In late 2010, economic indicators suggest that the worst of the historic recession is behind us. However,
unemployment is expected to remain high at about 9%. More hiring will begin to address the substantial
backlog of unemployed workers, but it may be 2014 until the unemployment rate is back to 4-5%.
Organizations are turning their attention from surviving to pursuing top-line growth and maintaining their
lean cost base through a focus on greater operating efficiencies. New tax incentives for business, including
the ability to fully depreciate capital investments in the next year, will significantly stimulate long-overdue
investments in capital equipment and infrastructure. Organizations that have been hoarding cash are
expected to make more significant training investments in 2011, re-tooling and retaining their employees
for using new technologies and approaches that deliver higher productivity and job effectiveness.
The main competitive factor for service offerings is the differentiation of the comprehensive, systems
perspective and organization-specific feedback that the RMPEx criteria framework represents. The
introduction of the PEI program provides an accelerated approach to overall organizational improvement.
In-house programs conducted by educational certification organizations such as North Central
Accreditation, senior care facilities, the military, and others are keeping those organizations from going
through the Baldrige-based organizations process.
P.2.a (3). Comparative Data: What are your KEY available sources of comparative and competitive data from
within your industry? What are your KEY available sources of comparative data for outside your industry? What
limitations, if any, affect your ability to obtain these data?
RMPEx is a member of the Alliance for Performance Excellence, an organization of over 30 similar
state programs that promote the use of the Baldrige Criteria. A shared website offers opportunities
to network with other programs, share processes and data, and access lessons learned. Each member
of the Alliance reports metrics and comparative data that are shared. RMPEx benchmarks processes
of well-run state programs in New Mexico, Minnesota, Florida, Ohio, Texas and Illinois to flatten our
learning curve and avoid potential pitfalls. The Alliance members meet quarterly to establish
common approaches and share lessons learned. In addition, RMPEx has access to available
information from organizations that support non-profits such as the Colorado Association of NonProfit Organizations (CANPO), GuideStar, and BoardSource.
Non-industry comparisons are sought out for various improvements including website design,
establishing goals for operating reserves, and process documentation templates. The 2010 Colorado
Nonprofit Salary Survey was recently purchased to determine titles, reporting structure, and
compensation for new consulting roles discussed during strategic planning.
P.2.b. Strategic Context: What are your KEY business, operational, societal responsibility and human resource
STRATEGIC CHALLENGES and advantages?
STRATEGIC CHALLENGES
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Business: Geographic diversity of the Rocky Mountain Region, preponderance of small
businesses and relatively few large corporations (and fewer headquarters), lack of
involvement of major corporations in Rocky Mountain Region, insufficient penetration of
RMPEx into manufacturing sector, and minimal participation by public schools and
universities. Inability to obtain the support of Rocky Mountain state governors to date.
Operational: The availability of funding and popularity of Six Sigma, Lean, and ISO as
improvement methodologies and how these are replacements for RMPEx. Perceived vs.
actual value of educational offerings and assessment and feedback process, growth of the
RMPEx program and its impact on the organization’s ability to meet its mission.
Societal Responsibility: Unknown impact of regulatory requirements of operating in
Montana and Wyoming and clear understanding of risk scenarios and remedies that may
emerge as a result of the multi-state expansion.
Human Resource: Reliance on key consulting positions of ED and APD in many areas, reliance
on volunteer base and the ability to recruit and retain, competency of examiner/judge
candidates, and representation and inclusiveness of Rocky Mountain Region’s diverse
population in volunteer ranks (including Networks/Best Practices, Board, category teams,
and others) and participant organizations (sponsors, applicants, and others), and the number
of volunteers for the key role of examiner.
STRATEGIC ADVANTAGES:
 Business: Introduction of the PEI will introduce RMPEx processes to new organizations
through their senior leaders, increasing the likelihood of maintaining and regenerating a pool
of RMPEx applicants.
 Operational: Expansion to the Wyoming and Montana must begin by recruiting examiners from
high potential organizations. Once a foundation of trained examiners is established, further
expansion will occur through core application programs. Relationships will be established with key
alliances, after which other products such as the Performance Excellence Incubator Program,
Baldrige Express, and E-Learning Courses will be introduced.
 Societal Responsibility: Experience of past 10 years in Colorado reduces unknowns in
regulatory situation in other Rocky Mountain states. Development of an RMPEx Business
Plan that includes a risk assessment and exit strategy should mitigate impact of unplanned
externalities.
 Human Resource: Maintaining a lean staff with high dependency on a volunteer workforce
keeps costs down. Addition of part time Administrative Support will free up the ED and APD
to focus more on promoting and operating core programs.
P.2.c. Performance Improvement System: What are the KEY elements of your PERFORMANCE
improvement system, including your evaluation, organizational LEARNING, and INNOVATION PROCESSES?
In 2010, the RMPEx Board of Directors approved the use of PDCA as the common tool for continuous
improvement. The tool has not yet been fully deployed by RMPEx. Since its inception, RMPEx has
utilized the Baldrige/RMPEx Criteria to define operational processes and applies its framework of
systematic improvement (approach, deployment, results, and learning).
For the past 3 years, RMPEx has issued the Baldrige Express assessment to its Board members and
key volunteers and stakeholders. Prior to that the Baldrige Are We Making Progress assessment was
conducted with the Board, Examiners, and other stakeholders on a yearly basis. Scores and narrative
feedback have been analyzed and used to evaluate progress and identify improvement needs.
Learning is integrated into strategic planning objectives, tactics and projects along with key
performance indicators designed to close performance gaps. RMPEx also uses online surveys to
collect feedback and utilize from applicants, examiners, and sponsors.
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CLARIFYING QUESTIONS AND ANSWERS
CQ1
How do you develop the program’s strategies?
An annual workshop with the Board of Directors and other stakeholders is conducted to develop the strategic
focus for the next 2-3 years. Each strategic objective has a performance indicator along with a number of tactics
that are aimed at improving performance of the indicator. The Strategic Objectives for 2011 are Financial
Sustainability, Volunteer Engagement, Applicant Satisfaction, Funder & Collaborator Satisfaction, and
Effectiveness.
CQ2
How do you measure, analyze, and then improve organizational performance?
RMPEx utilizes a Strategic Planning Scorecard and measures progress to goals on a quarterly basis. Where
indicators are not performing to plan, the Leadership Committee determines appropriate action to take and
identifies lessons learned for future planning.
CQ3
How do you design, manage, and improve your work systems? (and processes)
A Master Document List has been developed and posted to the Board Work Page on the RMPEx Website. A
document template is used to create standardized documents that define work systems and key processes.
Periodic reviews are scheduled to assess the effectiveness and efficiency of each document.
Results
Number of
applications
Number of Peak
Applications
Number Examiners
Trained
Number 1st Year
Examiners Trained
Number of >2-Year
Examiners Trained
2002
1
2003
14
2004
14
2005
17
2006
21
2007
13
2008
14
2009
12
2010
16
0
2
2
2
5
4
4
2
7
13
47
60
75
85
85
85
85
85
10
26
35
42
37
53
39
35
20
3
21
25
33
48
32
46
50
65
Appendix P.1, RMPEx Operational Structure
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