Senior Leadership (70 pts)

Basic Question:
How do your senior leaders lead the organization?

Our mission – to Enhance Lives and Empower Dreams – guides all strategic planning and senior
leadership practices. Every strategic initiative, action plan and KPI are deployed to enhance our
ability to enrich the lives of our members and empower their dreams. Our senior leaders have
created a culture where our mission is front and center and on the minds of the entire
workforce as they service our members. (Student Examiner Note: How is this measured?)

Innovation and learning are both significant parts of our culture. Senior management often
encourages “Failing Fast” as well as taking “intelligent risks” when it comes to finding new and
innovative ways to bring value (mission) to our members. Our Delta Team process is an example
of how we include and inspire our workforce to be innovative and to take intelligent risks.
(Student Examiner Note: How is this measured?)

Our senior leaders understand that an engaged and motivated workforce is key to achieving our
mission. Workforce engagement is assessed several times throughout the year. Innovative
changes to benefits and dress code over the past year have been a direct result of our workforce
engagement assessment process. (Student Examiner Note: Do surveys show improvement?)

Overall Question for Setting Vision and Values:

How do senior leaders set your organization’s vision and values?

Our mission and values were created by our board of directors and senior leadership team.
Input from membership focus groups helped align our mission, vision and values with member
expectations. Throughout our BPC and MPC processes, senior leaders align all new strategies
and action plans with our mission, vision and values.

Multiple Question:
How do senior leaders deploy the vision and values through your leadership system, to
the workforce, to key suppliers and partners, and to customers and other stakeholders,
as appropriate?

[Response]

Overall Question for Promoting Legal and ETHICAL BEHAVIOR:

How do SENIOR LEADERS’ personal actions demonstrate their commitment to legal and ETHICAL
BEHAVIOR?

[Response]

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 Multiple Question:
How do senior leaders deploy the vision and values through your leadership system, to
the workforce, to key suppliers and partners, and to customers and other stakeholders,
as appropriate?

[Response]

Multiple Question:
How do senior leaders’ personal actions reflect a commitment to those values?

[Response]

Overall Question for Communication:

How do senior leaders communicate with and engage the entire workforce, key partners, and
key customers?

Senior leaders set the stage for the year at the annual kickoff event. The kickoff focuses on the
strategic direction for the year. Senior leaders take the stage and present the years actions
plans and goals. The kickoff event includes the entire workforce, board of directors and guest
speakers.

Throughout the year senior leaders engage directly with the workforce at monthly management
meetings. Several recognition programs are part of the meeting that reward the workforce for
production performance for actions that align with our mission, vision and values.

Applicant has a “Ask the President” platform that’s fully integrated into the applicant’s defect
tracking system (MERT). Each submission to “Ask the President” is read and responded to by
the CEO. The CEO discusses each submission at the all hands staff meeting (it okay with the
submitter). Since the submission is part of the defect tracking system (MERT) they are fed into
the applicant’s process improvement process.

Another online method of communication often used by the applicant’s senior leaders are
workforce engagement and satisfaction surveys. Results from these surveys are often used to
make significant changes to the applicant’s work environment to improve engagement and/or
satisfaction. A great example of this is the deployment of “Smart Casual” dress attire and
allowances for business attire dress items.

Multiple Question:
How do they

• Encourage frank, two-way communication;

• Communicate key decisions and needs for organizational change; and
• Take a direct role in motivating the workforce toward high performance and a
customer and business focus?
[Response]

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Overall Question for Creating an Environment for Success:
How do SENIOR LEADERS create an environment for success now and in the future?

Our knowledge management and process improvement processes focus on building knowledge
from data and improving our key processes through innovation and intelligent risk taking. A
great example of this is our new Dispute Wizard process – where a combination of process
improvement techniques and an intelligent risk analysis led to an automation that reduced card
fraud claim cycle time for our members by 80%! The new process routinely applies instant credit
to our members when certain risk thresholds are met. (Student Examiner Note: Verify
measurement.)

The BPC process routinely includes guest speakers that specialize is economic and social
disciplines. The guest speakers often add great value and information to our strategic planning
process.

The tax-exempt status that all credit unions have is crucial to their financial success. Credit
unions are not for profit and focus on providing financial value to their community as apposed
to shareholders. As such we invest significant time discussing the importance of credit union tax
exempt status with congress – even taking special trips to D.C. to speak with congress directly.
Having the support of congress is important if we are to keep our tax-exempt status.

Multiple Question:
How do they

• Create an environment for the achievement of your MISSION;

• Create and reinforce your organizational culture, and a culture that fosters
CUSTOMER and WORKFORCE ENGAGEMENT;
• Cultivate organizational agility, accountability, organizational and individual
LEARNING, INNOVATION, and INTELLIGENT RISK taking; and
• Participate in succession planning and the development of future organizational
leaders?
[Response]

Overall Question for Creating a Focus on Action:

How do SENIOR LEADERS create a focus on action that will achieve the organization’s MISSION?

All goals and action plans stem from our BPC and MPC process – where special attention is given
to their alignment with our mission, vision and values. Our annual workforce appraisal process
includes goals for every employee. All workforce appraisal goals – regardless of the level – filter
up into our strategic action plans defined during the BPC and MPC events.

The BPC and MPC processes are reoccurring – making sure to include new environmental and
process related information. This allows the applicant to adapt to rapidly changing information
stemming from significant events and technology.

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 Multiple Question:
HOW do SENIOR LEADERS

• Create a focus on action that will improve the organization’s PERFORMANCE;

• Identify needed actions;
• In setting expectations for organizational performance, include a focus on creating and
balancing VALUE for CUSTOMERS and other STAKEHOLDERS; and
• Demonstrate personal accountability for the organization’s actions?
[Response]

1.2 Governance and Societal Contributions (50 pts)

Basic Question:
How do you govern your organization and make societal contributions?

The credit union is structured with a Board of Directors that are nominated and voted to office
by the Membership. The Board’s role is governance, strategy, and ultimate responsibility of the
Management of the Credit Union; their one employee is the President/CEO. (We could insert
the org chart)

To balance the Board’s governance the credit union also has an Audit Committee that is
responsible for all audit (internal and external) reports and findings as well as regulatory exams.

Overall Question for GOVERNANCE System:

How does your organization ensure responsible GOVERNANCE?

(Student Examiner Note: Strength)

The Applicantmanages our governance and internal controls though a multi-tier system.
Management and our Risk Management department are responsible for managing day to day
operations and internal controls. Our Legal and Compliance Department handles all legal and
regulatory items and correspondence.

The credit union outsources financial, operational, compliance, and IT audits to experts in the
industry to provide annual reviews and to report to the Audit Committee on their findings.
Annual risk reviews determine the areas to be audited for the year. All moderate and high risk
findings are tracked and reviewed monthly by the Audit Committee.

Multiple Question:
How does your GOVERNANCE system review and achieve the following?

• Accountability for SENIOR LEADERS’ actions

• Accountability for strategy
• Fiscal accountability
• Transparency in operations

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 • Selection of GOVERNANCE board members and disclosure policies for them, as
appropriate
• Independence and EFFECTIVENESS of internal and external audits
• Protection of STAKEHOLDER and stockholder interests, as appropriate
• Succession planning for SENIOR LEADERS?

• Senior leaders annually review and sign a code of ethics. Our system of internal
controls and audit reviews bring to light any issues; as well as Ethics Point, an
anonymous third-party system that Members or employees can report issues. In
the event of a violation, disciplinary action would result.
• Monthly the strategic metrics are reported to the Board. In the event that the
credit union is behind or not performing, Executive Management is required to
present the reasons and options for moving forward.
• Monthly the financial performance of the credit union is reported to the Board.
Quarterly financials are uploaded to the Credit Union’s regulators, NCUA and DBO.
• The credit union uses a system of dashboards to track operational and financial
performance that all employees can view. Additionally, our Member and Employee
Feedback systems encourage reporting of issues so they can be resolved.
• All Board Members are responsible for governance. Disclosures and policies are the
responsibility of the Legal and Compliance Department.
• Any new audit goes out to RFP with review and final selection by the Audit
Committee.
• Managed by the Board.
• Talent and potential identification via a 9-bo x matrix model. Followed by selective
development programs.
Overall Question for Performance Evaluation:
How do you evaluate the performance of your senior leaders and your governance board?

(Student Examiner Note: How do evals improve leader effectiveness? How are bod and audit
committee leaders evaluated/improved?)

Performance to strategic initiatives in our three critical success factor areas: Our Members, Our
People, and Profitable Growth.

Multiple Question:
How do you use performance evaluations in determining executive compensation?

Based on the performance of The Applicant and the individual contributions, Senior
Leaders receive their annual compensation increase. Our company-wide incentive
program Stakeholders, rewards all employees for financial performance.

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 Multiple Question:
How do your senior leaders and governance board use these performance evaluations
to advance their development and improve the effectiveness of leaders, the board, and
the leadership system, as appropriate?

The performance evaluation feedback is included into the Leadership Development

system and documentation to focus on strengths to leverage and areas for
improvement in the upcoming years.

Overall Question for Legal and Regulatory Compliance:

How do you address current and anticipate future legal, regulatory, and community concerns
with your products and operations?

Our legal department actively reviews upcoming laws, regulatory decisions and industry trends
to review our products, processes, and services.

Multiple Question:
• How do you
• address any adverse societal impacts of your products and operations,
• anticipate public concerns with your future products and operations, and
• prepare for these impacts and concerns proactively?

(Student Examiner Note: Proactive to societal impacts?)

As our Members are a critical success factor, every product is ran through the frame of the
Member impact and if it is not positive, the product is refined until it is.

Multiple Question:
What are your key compliance processes, measures, and goals for meeting and surpassing
regulatory and legal requirements, as appropriate?

(Student Examiner Note: Strength – good process and measures)

It is not our goal to surpass regulatory requirements, as many make it more difficult for our
Members to do business with us. We look to consistently meet regulatory requirements
while innovating ways to surpass Member expectations. Our processes in legal and
compliance.

Multiple Question:
What are your key processes, measures, and goals for addressing risks associated with your
products and operations?

(Student Examiner Note: Strength – good process and measures)

• Annual Risk Assessments

• Audits

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 • Process Metric Performance (tracked via dashboards and at the Manage The
ApplicantMeeting)
Overall Question for ETHICAL BEHAVIOR:
How do you promote and ensure ethical behavior in all interactions?

Top-Down Approach and Code of Ethics modelling our values and our culture.

Multiple Question:
What are your key processes and measures or indicators for promoting and ensuring
ethical behavior in your governance structure; throughout your organization; and in
interactions with your workforce, customers, partners, suppliers, and other
stakeholders?

(Student Examiner Note: Strength)

All employees annually review and sign a code of ethics. Our system of internal controls
and audit reviews bring to light any issues; as well as EthicsPoint, an anonymous third-
party system that Members or employees can report issues

SM: Training… lots and lots of training… every year… =)

Multiple Question:
How do you monitor and respond to breaches of ethical behavior?

(Student Examiner Note: Process and measure?)

In the event of a violation, disciplinary action would result.

Overall Question for Societal Well-Being:

How do you consider societal well-being and benefit as part of your strategy and daily
operations?

(Student Examiner Note: Partial Strength – how measured?)

Our mission of enriching lives and empowering dreams extends to the communities we serve.
We invest heavily in time and financially to be an active partner.

Multiple Question:
How do you contribute to the well-being of your environmental, social, and economic
systems?

• Partnerships
• Sponsorships
• Donations (Cheech)
• Scholarships
• The ApplicantCares Campaign for Members

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Overall Question for Community Support:
How do you actively support and strengthen your key communities?

(Student Examiner Note: Partial Strength – how measured)

• Strong relationships (CBU, UCR, City of Riverside, RUHS, March)

• Investments (chamber, healthcare, education, military, and municipalities)
Multiple Question:
What are your key communities?

Riverside County

Multiple Question:
How do you identify them and determine areas for organizational involvement?

• Markets and Submarkets

• SEGS
Multiple Question:
How do your senior leaders, in concert with your workforce, contribute to improving
these communities?

• Volunteering
• Outreach
• The ApplicantCares

2.1 Strategy Development (45 pts)

Basic Question:
How do you develop your strategy?

[Response]

Overall Question for Strategic Planning PROCESS:

How do you conduct your strategic planning?

The Applicant’s Strategy Planning is an annual process that being with a Board Planning
Conference (BPC). The conference is held in March/April, during the BPC the board reviews the
credit unions strategic and operation progress, review externals market and economic data and
sets new strategic goals and initiatives or confirms existing ones. Following the BPC, The
Applicanthas a management planning conference (MPC). The MPC is a two-day event, during
the event The Applicantexecutive and senior leadership team review the strategic direction set
by the board and develop 1 to 3 year action plans to meet the objectives. The annual strategic
plans ends with the creation of the annual budget.

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 Multiple Question:
What are the KEY PROCESS steps?

• The Board Planning Conference

• Management Planning Conference
• Annual Budget Process
Multiple Question:
Who are the KEY participants?

Board of Directors, Executive Leadership and Management teams

Multiple Question:
What are your short- and longer-term planning horizons?

Short Term is 1-3 Years, Long Term is 3 to 10.

Multiple Question:
HOW are they addressed in the planning PROCESS?

The Board sets the 3 to 5-year strategic initiatives and the management team constructs
the 1 to 3 year strategies and action plans to meet the board’s objectives.

Multiple Question:
How does your strategic planning PROCESS address the potential need for
transformational change, prioritization of change initiatives, and organizational agility?

During the BPC, the board performs a comprehensive of the strategic position of the
credit union, the financial services industry and the overall economic condition of the
region. Gaps are identified and addressed through the creation of the long-term
strategic initiatives.

Overall Question for INNOVATION:

How does your strategy development PROCESS stimulate and incorporate INNOVATION?

[Response]

Multiple Question:
HOW do you identify STRATEGIC OPPORTUNITIES?

[Response]

Multiple Question:
HOW do you decide which STRATEGIC OPPORTUNITIES are INTELLIGENT RISKS to
pursue?

[Response]

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 Multiple Question:
What are your KEY STRATEGIC OPPORTUNITIES?

[Response]

Overall Question for Strategy Considerations:

HOW do you collect and analyze relevant data and develop information for use in your strategic
planning PROCESS?

[Response]

Multiple Question:
In this collection and analysis, how do you include these key elements of risk?
• Your STRATEGIC CHALLENGES and STRATEGIC ADVANTAGES
• Potential changes in your regulatory and external environment
• Potential blind spots in your strategic planning PROCESS and information
• Your ability to execute the strategic plan
[Response]

Overall Question for WORK SYSTEMS and CORE COMPETENCIES:

How do you decide which KEY PROCESSES will be accomplished by your WORKFORCE and which
by external suppliers, PARTNERS, and COLLABORATORS?

[Response]

Multiple Question:
How do you determine what future organizational CORE COMPETENCIES and WORK
SYSTEMS you will need?

[Response]

Overall Question for KEY STRATEGIC OBJECTIVES:

What are your organization’s KEY STRATEGIC OBJECTIVES and timetable for achieving them?

[Response]

Multiple Question:
What are your most important GOALS for these STRATEGIC OBJECTIVES?

[Response]

Multiple Question:
What key changes, if any, are planned in your products, CUSTOMERS and markets,
suppliers and PARTNERS, and operations

[Response]

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Overall Question for STRATEGIC OBJECTIVE Considerations:
HOW do your STRATEGIC OBJECTIVES achieve appropriate balance among varying and
potentially competing organizational needs?

[Response]

Multiple Question:
HOW do your STRATEGIC OBJECTIVES

• address your STRATEGIC CHALLENGES and leverage your CORE COMPETENCIES, STRATEGIC
ADVANTAGES, and STRATEGIC OPPORTUNITIES;
• balance short- and longer-term planning horizons; and
• consider and balance the needs of all KEY STAKEHOLDERS?
[Response]

2.2 Strategy Implementation (40 pts)

Basic Question:
How do you implement your strategy?

Overall strategy is defined by the board and senior management through an annual board
planning conference (BPC). The planning conference includes historical performance
information as well as guest speakers with insights on the economy. Output of the BPC
(strategy) is used as input and direction for the annual management planning conference (MPC)
– where the entire management team meet and formulate specific action plans to achieve the
strategic direction defined at the BPC.

Overall Question for ACTION PLANS:

What are your KEY short- and longer-term ACTION PLANS?

Short Term: Member Satisfaction, Employee Engagement, Member Retention. Long Term:
Membership Growth, Asset Size, Physical Locations.

Multiple Question:
What is their relationship to your STRATEGIC OBJECTIVES?

All action plans stem from strategic direction defined at the BPC.

Multiple Question:
HOW do you develop your ACTION PLANS?

All action plans are developed during the MPC from strategic direction defined at the
BPC.

Overall Question for ACTION PLAN Implementation

HOW do you DEPLOY your ACTION PLANS?

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Once action plans are developed by management during the MPC – they are they are
aggregated into project plans by the internal Project Management Office (PMO). Once project
charters are defined – they are aligned and prioritized by the senior management team. Once
the projects/action plans are aligned and prioritized – they are scheduled based on
internal/external resource alignment.

Multiple Question:
HOW do you deploy your ACTION PLANS to your WORKFORCE and to KEY suppliers,
PARTNERS, and collaborators, as appropriate, to ensure that you achieve your KEY
STRATEGIC OBJECTIVES?

All action plans are deployed as strategic projects. As such they are managed as stand
projects – governed by a project charter, sponsored by senior management and
assigned project resources (internal or external).

Multiple Question:
HOW do you ensure that you can sustain the KEY outcomes of your ACTION PLANS?

Weekly status meetings (tollgates) are held with senior management where in-progress
strategic projects (strategic action plans) are discussed. Special focus is given to
milestone timing and action plan alignment.

Overall Question for Resource Allocation:

HOW do you ensure that financial and other resources are available to support the achievement
of your ACTION PLANS while you meet current obligations?

Since all action plans are deployed as strategic projects – they are scheduled and budgeted for
(both financially and from a resource standpoint) by the internal PMO.

Multiple Question:
HOW do you allocate these resources to support the plans?

[Response]

Multiple Question:
HOW do you manage the risks associated with the plans to ensure your financial viability?

[Response]

Overall Question for PERFORMANCE MEASURES:

What KEY PERFORMANCE MEASURES or INDICATORS do you use to track the achievement and
EFFECTIVENESS of your ACTION PLANS?

Part of the project charter (and therefore action plan deployment) process includes defining
KPIs that indicate performance. The PMO delivers a strategic project report that reports the
overall status for all strategic projects (action plans) and recent performance metrics for
strategic projects (action plans) already completed (implemented).

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Most strategic projects (action plans) focus on increasing member satisfaction, expanding
membership growth, improving member service, increasing productivity and improving
workforce engagement.

Multiple Question:
HOW does your overall ACTION PLAN measurement system reinforce organizational
ALIGNMENT?

Since our action plans are the result of our MPC process, and therefore our BPC processes –
both organizational and strategic alignment is assured.

Overall Question for PERFORMANCE PROJECTIONS:

For these KEY PERFORMANCE measures or INDICATORS, what are your PERFORMANCE
PROJECTIONS for your short- and longer-term planning horizon?

[Response]

Multiple Question:
If there are gaps between your projected PERFORMANCE and that of your competitors or
comparable organizations, HOW do you address them in your ACTION PLANS?

[Response]

Overall Question for ACTION PLAN Modification:

HOW do you recognize and respond when circumstances require a shift in ACTION PLANS and
rapid execution of new plans?

The weekly strategic project tollgate meeting covers potential shifts is priority and issues that
may impact the overall project plan. Senior management present at the meeting is available to
adjust budget and resource allocation where necessary.

3.1 CUSTOMER Expectations (40 pts)

Basic Question:
HOW do you listen to your CUSTOMERS and determine products and services to meet their
needs?

• MLG (Examiner Note: Process and reporting evident)

• Facebook
• Instagram
• Twitter
• Feedback given to employees by Members. (Examiner Note: Process and reporting
evident)
• MERT
• Yelp

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Overall Question for Current CUSTOMERS:
HOW do you listen to, interact with, and observe CUSTOMERS to obtain actionable information?

• Facebook – Interact with Members

• MLG – Follow up to Member complaints (Examiner Note: Process and reporting evident)
• MERT – Employees provide feedback from Members about process breaks and products
they would like to see us offer. (Examiner Note: Process and reporting evident)
• BI – Track product data to spot Member trends – positive and negative
Multiple Question:
HOW do your listening methods vary for different CUSTOMERS, CUSTOMER groups, or
market SEGMENTS?

I don’t think there is much variation to the listening method by segment.

Multiple Question:
HOW do your listening methods vary across the CUSTOMER life cycle?

It is consistent over the full life cycle.

Multiple Question:
HOW do you seek immediate and actionable feedback from CUSTOMERS on the quality
of products, CUSTOMER support, and transactions?

MLG – Very quick turnaround time for feedback to reach us. (Examiner Note: Process
and reporting evident)

Overall Question for Potential CUSTOMERS:

HOW do you listen to potential CUSTOMERS to obtain actionable information?

• Brand awareness survey being conducted as we speak by Westbound.

• Millennial focus groups (Member and Non Member in 2017)

Multiple Question:
HOW do you listen to former CUSTOMERS, competitors’ CUSTOMERS, and other
potential CUSTOMERS to obtain actionable information on your products, CUSTOMER
support, and transactions, as appropriate?

• Closed account surveys

• Yelp
Overall Question for CUSTOMER Segmentation:
HOW do you determine your CUSTOMER groups and market segments?

• Field of Membership
• Millennials
• Latino Focus

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 • Underserved
Multiple Question:
HOW do you

• use information on CUSTOMERS, markets, and product offerings to identify current and
anticipate future CUSTOMER groups and market SEGMENTS; and
• determine which CUSTOMERS, CUSTOMER groups, and market SEGMENTS to emphasize
and pursue for business growth?
• Underserved – Coachella Branch
• Banning/Beaumont – Member feedback through employees and Social Media
• Latino – Demographics
• Logistics – County employer data
• Former branch areas and locations (San Jacinto and Hemet)
Overall Question for Product Offerings:
HOW do you determine product offerings?

• Member feedback
• Market needs
• Employee feedback
• Competitor offerings
• Innovation
Multiple Question:
HOW do you

• determine CUSTOMER and market needs and requirements for product offerings and
services;
• identify and adapt product offerings to meet the requirements and exceed the
expectations of your CUSTOMER groups and market segments; and
• identify and adapt product offerings to enter new markets, to attract new CUSTOMERS,
and to create opportunities to expand relationships with current CUSTOMERS, as
appropriate?
• Employee Feedback/Innovation
• Brand Awareness survey
• Closed account survey
• Member Feedback – MLG (account maintenance fees)
• SMART Loan Revisions

3.2 CUSTOMER Engagement (45 pts)

Basic Question:
HOW do you build relationships with CUSTOMERS and determine satisfaction and engagement?

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 • E-Mail Marketing
• Mobile Banking – Savvy
• Outside Marketing
• MLG (Examiner Note: Process and reporting evident)
• BI – Products/Services HH
• Member Journey
• Business Development
Overall Question for Relationship Management:
HOW do you build and manage CUSTOMER relationships?

• Branch Interactions
• Call Center Interactions
• Business Development
• MLG (Examiner Note: Process and reporting evident)
• Mobile banking
• Digital marketing
• Sales Team
Multiple Question:
HOW do you market, build, and manage relationships with CUSTOMERS to

• acquire CUSTOMERS and build market share;

• manage and enhance your brand image;
• retain CUSTOMERS, meet their requirements, and exceed their expectations in each
stage of the CUSTOMER life cycle?
• Member Testimonials
• Digital and Traditional Marketing
• Savvy – Online banking
• E-Mail
• Member Journey
• Website
• Community Giving and Support
Overall Question for CUSTOMER Access and Support:
HOW do you enable CUSTOMERS to seek information and support?

• Online banking
• Call Center
• Branches
• Website
• Sales Team - Temenos
Multiple Question:
HOW do you enable them to conduct business with you?

• Electronic

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 • Phone
• In person
Multiple Question:
What are your key means of CUSTOMER support and communication?

• Phone
• Social Media
• E-Mail
• In person
Multiple Question:
HOW do they vary for different CUSTOMERS, CUSTOMER groups, or market SEGMENTS,
as appropriate?

• Millennials – digital
• Baby boomers – phone and in person
Multiple Question:
HOW do you

• determine your CUSTOMERS’ KEY support requirements, and

• DEPLOY these requirements to all people and processes involved in CUSTOMER
support?
• Not sure how we determine
• Deployed digitally – website (employees and Members)
• Deployed traditionally – collateral in branches
Overall Question for Complaint Management:
HOW do you manage CUSTOMER complaints?

• MLG
• Social Media
• Yelp
Multiple Question:
HOW do you resolve complaints promptly and EFFECTIVELY?

• MLG Procedures
• Social Media procedures
• Yelp procedures
Multiple Question:
HOW does your management of complaints enable you to recover your CUSTOMERS’
confidence, enhance their satisfaction and ENGAMEMENT, and avoid similar complaints in
the future?

MLG resolution feedback (Examiner Note: Process and reporting evident)

Overall Question for Satisfaction, Dissatisfaction, and Engagement:

HOW do you determine CUSTOMER satisfaction, dissatisfaction, and ENGAGEMENT?

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 • MLG (Examiner Note: Process and reporting evident)
• BI
Multiple Question:
HOW do your determination methods differ among your CUSTOMER groups and market
segments, as appropriate?

Not sure if they do

Multiple Question:
HOW do your measurements capture actionable information?

• Direct feedback from Members on satisfaction (Examiner Note: Process and

reporting evident)
• Direct data about Services/HH that show engagement
Overall Question for Satisfaction Relative to Other Organizations:
HOW do you obtain information on CUSTOMERS’ satisfaction with your organization relative to
other organizations?

MLG provides comparative data (Examiner Note: Process and reporting evident)

Multiple Question:
HOW do you obtain information on your CUSTOMERS’ satisfaction

• relative to their satisfaction with your competitors; and

• relative to the satisfaction of CUSTOMERS of other organizations that provide
similar PRODUCTS or to industry BENCHMARKS, as appropriate?
Other than MLG, not sure if we have any

Overall Question for Use of VOICE-OF-THE-CUSTOMER and Market Data:

HOW do you use VOICE-OF-THE-CUSTOMER and market data and information?

• Products
• Process Improvement
• Staffing
• Service Levels and Standards
• Service channels and methods
Multiple Question:
HOW do you use VOICE-OF-THE-CUSTOMER and market data and information to build a
more CUSTOMER -focused culture and support operational decision making?

• MLG feedback is key (Examiner Note: Process and reporting evident)

• Social media feedback too
• Provides direct feedback from Member
• MERT is also important for Members and Employees to feel they have a voice to make
changes (Examiner Note: Process and reporting evident)

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4.1 Measurement, Analysis, and Improvement of Organizational
PERFORMANCE (45 pts)
Basic Question:
How do you measure, analyze, and then improve organizational performance?

The applicant measures, analyzes and improves organizational performance through

Performance Metrics and Process Improvement. Each line of business manages Key Process
Indicators (KPI) for their respective area. These KPIs are directly tied to The Applicant’s strategic
plan and are reported to the all hands management meeting every month.

The applicant’s process improvement process depends on three steps: Defect Identification,
RCA and Improve and Implement and Monitor. As you can see from the figure – this process is
circular and output from each cycle is used for future iterations.

Overall Question for PERFORMANCE MEASURES:

HOW do you track data and information on daily operations and overall organizational
PERFORMANCE?

Member support and online banking / credit card transaction processing are the applicants most
critical operational processes. Daily information regarding performance metrics critical to the
applicant’s membership (in-branch line wait times, number of false positive card fraud blocks,
service/performance issues with the applicant’s digital channel) are collected and monitored

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daily. Summarized results are reported to the all management meeting monthly. Results are
reviewed throughout the month for potential defect identification process improvement
potential.

Multiple Question:
HOW do you

• select, collect, align, and integrate data and information to use in tracking daily
operations and overall organizational PERFORMANCE and
• track progress on achieving STRATEGIC OBJECTIVES and ACTION PLANS?
• While each line of business has its own method of collecting and aggregating KPIs,
each KPI is alignment with the applicant’s strategic plan by senior management. All
KPIs are expected to have 12 months of trend data and industry/competitor
comparisons.
Multiple Question:
What are your key organizational PERFORMANCE MEASURES, including key short- and
longer-term financial MEASURES?

• Member Satisfaction
• Employee Engagement
• Member Growth
• Member Retention
• Income, Assets, Capital, DQ Ratio
• Cycle Time (Loan Funding, Call Center, Internal Support Operations)
• Systems Availability (ATMs, Online Banking, Cards, Internal Support Systems)
Multiple Question:
HOW frequently do you track these MEASURES?

Daily, Monthly, Yearly

Overall Question for Comparative Data:

HOW do you select comparative data and information to support fact-based decision making?

Comparisons to other similar financial institutions are included in all KPI metrics if available as
well as industry averages. KPI metrics are compared to top performers if that information is
available.

Overall Question for Measurement Agility:

HOW do you ensure that your PERFORMANCE measurement system can respond to rapid or
unexpected organizational or external changes and provide timely data?

Most of the applicant’s performance measures (KPIs) analyze raw process data. That said,
changes in the process or environment changes that impact process output are routinely visible
right away in the impacted KPI. All KPI variances are viewed as a potential process improvement
opportunity.

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Overall Question for PERFORMANCE Analysis and Review
HOW do you review your organization’s PERFORMANCE and capabilities?

All KPIs not only include comparisons to peers and best practices, but each KPI also includes a
performance goal. Each KPI performance goal is defined by senior management and is based on
several indicators which includes at a minimum (previous performance trends, industry best
practice, strategic direction). Most KPI performance goals set performance and appraisal goals
for staff. KPI goal performance is measures monthly at the all management meeting and
throughout the year with staff.

Multiple Question:
HOW do you use your key organizational PERFORMANCE MEASURES, as well as comparative
data, in these reviews?

[Response]

Multiple Question:
What ANALYSES do you perform to support these reviews and ensure that conclusions are
valid?

[Response]

Multiple Question:
HOW do your organization and its senior leaders use these reviews to

• assess organizational success, competitive PERFORMANCE, financial health, and

progress on achieving your strategic objectives and ACTION PLANS; and
• respond rapidly to changing organizational needs and challenges in your operating
environment?
[Response]

Multiple Question:
HOW does your GOVERNANCE board review the organization’s PERFORMANCE and its
progress on strategic objectives and ACTION PLANS, if appropriate?

[Response]

Overall Question for Future PERFORMANCE:

HOW do you project your organization’s future PERFORMANCE?

Performance KPIs include trend analysis. Slowly changing process results can often be seen in
the trend analysis. Trends are often discussed at the monthly all management meeting where
management is expected to discuss previous process results and potential actions if the trends
continue.

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 Multiple Question:
HOW do you use findings from PERFORMANCE reviews and key comparative and
competitive data in your PROJECTIONS?

[Response]

Overall Question for Continuous Improvement and INNOVATION:

HOW do you use findings from PERFORMANCE reviews to develop priorities for continuous
improvement and opportunities for INNOVATION?

Opportunities that are discovered through the performance review and process improvement
processes are reviewed by the senior management team and prioritized.

Multiple Question:
HOW do you deploy these priorities and opportunities

• to work group and functional-level operations; and

• when appropriate, to your suppliers, PARTNERS, and COLLABORATORS to ensure
organizational ALIGNMENT?
Once the opportunities are approved and prioritized by senior management the internal
Project Management Office (PMO) created a project plan for internal/external project
resources.

4.2 Information and Knowledge Management (45 pts)

Basic Question:
HOW do you manage your information and your organizational knowledge assets?

Knowledge is gained through the analysis of information. Information is generated through the
systematic aggregation and relation of data. Therefore, the first step in knowledge
management is the process of transforming data into information. Since information drives
what The Applicant“knows” (Knowledge) and subsequently how it “learns” (Understanding and
Wisdom), the process of generating information is the most critical step in the The Applicant’s
Knowledge Management Process.

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Information generated in The Applicant’s environment is stored and published through it’s
operational and analytical data warehouse systems as metrics and dashboards. Knowledge and
wisdom gained from information metrics and dashboards is used for intelligent decision making
and ongoing strategic planning.

Overall Question for Quality:

HOW do you verify and ensure the quality of organizational data and information?

Most data in The Applicant’s environment is generated by its financial core data processing
system. The financial core funnels transactional data used to generate information through a
dual-accounting process – where aggregated transactional data is balanced with general ledger
data. This built in accounting process ensures that data extracted from The Applicant’s financial
core is always reliable and maintains high levels of quality.

Multiple Question:
HOW do you manage electronic and other data and information to ensure their
accuracy and validity, integrity and reliability, and currency?

Most electronic information is generated from data extracted directly from transaction
processing systems. The process of extracting and loading the data (ETL) is automated
with little to no human intervention. All automated jobs are configured to alert
technical staff if errors occur during the ETL process. Once loaded into The Applicant’s
operational and analytical data warehouses, metrics are analyzed to uncover potential
variances in the quality of the newly compiled information.

Overall Question for Availability:

HOW do you ensure the availability of organizational data and information?

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Monitoring systems are used to measure both the availability of technology systems and
potential issues with performance. The availability of critical systems is rolled into a Systems
Availability metric which is reported during the monthly Manage The Applicantmeetings and to
the Board of Directors quarterly. The Systems Availability metric is often used to justify
investments into new systems and enhanced technology. Availability of critical systems not
hosted by The Applicant(cloud) are included in the Systems Availability metric and related goals
extended to vendors and business partners.

Multiple Question:
HOW do you make needed data and information available in a user-friendly format and
timely manner to your WORKFORCE, suppliers, PARTNERS, COLLABORATORS, and
CUSTOMERS, as appropriate?

Information is normally made available to The Applicant’s workforce and collaborators

through monthly metrics. The metrics are always aligned with strategic goals set by The
Applicant’s planning conferences (BPC, MPC) and are published/discussed my
management during the monthly Mange The Applicantmeetings. Most information
made available to The Applicant’s membership (customers) is published through The
Applicant’s main website as product information and disclosures.

Multiple Question:
HOW do you ensure that your information technology systems are reliable and user-
friendly?

In addition to monitoring the availability of The Applicant’s systems, system reliability

and user-friendliness are measured through The Applicant’s Member Experience
Reporting Tool (MERT). MERT collects and aggregates comments from staff and
members about The Applicantsystems and processes. Data collected by The Applicant’s
MERT system is aggregated and filtered through The Applicant’s Knowledge
Management Process.

Overall Question for Knowledge Management:

HOW do you build and manage organizational knowledge?

Using short- and long-term goals defined through the Board Planning and Management Planning
Conferences (BPC, MPC), information needs are defined. The need for new sources of
information is also defined through The Applicant’s Process Improvement (PI) process and
monthly management meetings.

If newly defined required information is not already available, key stakeholders (internal and
external) are engaged to develop systematic procedures for generating the needed information.
Newly developed procedures for extraction, transformation and load (ETL) of new information is
automated into The Applicant’s operational and analytical data warehouses.

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As a service base company – member sentiment is extremely valuable. The Applicantis currently
working with business partners to extract member sentiment data from comments submitted
through The Applicant’s main website and during ongoing member satisfaction surveys. Once
the sentiment data is validated and compiled into information it will be included in The
Applicant’s Knowledge Management Process.

Multiple Question:
HOW do you

• collect and transfer WORKFORCE knowledge;

• blend and correlate data from different sources to build new knowledge;
• transfer relevant knowledge from and to CUSTOMERS, suppliers, PARTNERS, and
COLLABORATORS; and
• assemble and transfer relevant knowledge for use in your INNOVATION and strategic
planning PROCESSES?
Workforce knowledge is collected and managed through The Applicant’s Knowledge
Management Process. Depending on the type of information required, key stakeholders
(internal and external) collaborate to extract, transform and load (ETL) data into The
Applicant’s operational and analytical data warehouses. The Applicant’s analytical data
warehouse system uses a STAR schema – where data from varying sources is “blended”
and “sliced” into new information.

The Applicant’s Knowledge Management Process ensures that information and

knowledge are systematically created by and fed into The Applicant’s
strategic/operational planning processes.

Overall Question for Best Practices:

HOW do you share best practices in your organization?

Best practices are published as procedures and standards in The Applicant’s operations manual
(AskOps). AskOps a web-based content solution where employee can search for and review
operational procedures and forms often required by the workforce (W2, current rates etc.).
The Applicant’s monthly all staff and management meetings include departmental spotlights.
These spotlights provide informational updates which often contain best practices for the
workforce.

Multiple Question:
HOW do you identify internal and external organizational units or operations that are HIGH
PERFORMING?

The Applicant’s strategic planning process sets the bar for workforce performance
measurement. The annual appraisal process is driven by The Applicant’s strategic direction
and customized to measure workforce performance attributes – specific to each positional
role. The Applicant’s appraisal process is the primary method for identifying high

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 performing workforce units and drives the annual merit and Stakeholder incentive
programs.

Service and support are critical internally as it is for our members. Effective Internal service
and support to our front-line teams allows them to in-turn provide exemplar service to our
members. Internal support surveys are compiled at least twice a year. These surveys
measure how well our back-office departments provide support to our front-line teams.
Results of the surveys are shared at the monthly management meetings where department
owners provide analysis and insight into the results. Information and knowledge gain
through the internal support surveys are fed into The Applicant’s Knowledge Management
Process.

Multiple Question:
HOW do you identify best practices for sharing and implement them across your
organization, as appropriate?

Best practices are defined by both external and internal factors. Externally, best practices
are identified through regulatory and industry standards and recommendations. Internally,
best practices are identified through an analysis of high performing service and performance
metrics.

Overall Question for Organizational LEARNING:

HOW do you use your knowledge and resources to embed LEARNING in the way your
organization operates?

The Applicant’s Knowledge Management Process leverages its strategic and operational
planning processes (BPC, MPC) to define requirements for information. The Knowledge
Management Processes then fuses information and knowledge gained back into both planning
processes and ongoing management meetings.

Information and knowledge gained from The Applicant’s Knowledge Management Process is
also funneled into The Applicant’s Process Improvement (PI) process. The synergy between
both processes ensures that learning is embedded into how The Applicantmanages its
knowledge and information and improves its processes.

5.1 WORKFORCE Environment (40 pts)

Basic Question:
How do your senior leaders lead the organization?

Senior leaders work with the board of directors to define overall strategic direction during the
BPC. Senior leaders participate in the MPC where action plans are developed. Senior leaders
make sure potential action plans are aligned with the strategic direction developed during the
BPC.

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Overall Question for CAPABILITY and CAPACITY Needs:
HOW do you assess your WORKFORCE CAPABILITY and CAPACITY needs?

In addition to KPI performance metrics, employee engagement surveys are taken throughout
the year. The surveys drive our employee engagement metrics. Management closely monitors
key process metrics and employee engagement results to gauge overall workforce capability and
capacity needs.

Multiple Question:
HOW do you assess the skills, competencies, certifications, and staffing levels you need?

Our human resources department performs a regular assessment of every workforce

position. The assessment includes a review of position requirements and industry
average around salary and benefits.

Overall Question for New WORKFORCE Members:

HOW do you recruit, hire, and onboard new WORKFORCE members?

The need for new workforce members is always tied to a need defined by an action plan or by
our overall strategic direction. New positions are posted on our website and on several popular
recruiting websites (Indeed.com, Dice.com). We may use a recruiting firm in special cases
where specific hard to find skills are required.

Our onboarding process includes the Human Resources, Information Technology, Facilities and
the hiring department. The process focuses on making sure the new workforce member has
everything they need to do their job on day one. The process is officially documented (SIPOC,
Swingline) and includes KPIs which are reported to the all managers meeting monthly.

Multiple Question:
HOW do you ensure that your WORKFORCE represents the diverse ideas, cultures, and
thinking of your hiring and CUSTOMER communities?

[Response]

Multiple Question:
HOW do you ensure the fit of new WORKFORCE members with your organizational
culture?

[Response]

Overall Question for WORKFORCE Change Management:

HOW do you prepare your WORKFORCE for changing CAPABILITY and CAPACITY needs?

If throughout the year workforce needs change and new workforce members are required to
increase capacity – we have a proposal process where managers can request the additional
employee. The report must contain supporting information and is approved or denied by the
senior leadership team at the weekly senior management meeting.

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During the budget process goals are set for annual growth and production. Capacity needs are
estimated during the budget process and if new workforce members are required to meet goals
they are included in the annual budget.

Multiple Question:
HOW do you

• balance the needs of your WORKFORCE and your organization to ensure continuity,
prevent WORKFORCE reductions, and minimize the impact of any necessary reductions;
• prepare for and manage any periods of WORKFORCE growth; and
• prepare your WORKFORCE for changes in organizational structure and work systems,
when needed?
[Response]

Overall Question for Work Accomplishment:

HOW do you organize and manage your WORKFORCE?

Our workforce is managed through top-down management approach. Workforce goals at the
lowest level aggregate up into higher level goals in middle management and into strategic goals
and action plans for upper and senior management. This assures that our entire workforce is
working in the same direction and to fulfill the same strategic direction defined by the board of
directors.

Monthly all staff meetings create a platform for communicating new and changing information
to the workforce. Annual kickoff events help set the stage for the new year by communicating
the overall strategic direction for the year.

Multiple Question:
HOW do you organize and manage your WORKFORCE to

• accomplish your organization’s work,

• capitalize on your organization’s CORE COMPETENCIES,
• reinforce a CUSTOMER and business focus, and
• exceed PERFORMANCE expectations?
[Response]

Overall Question for Workplace Environment:

HOW do you ensure workplace health, security, and accessibility for the WORKFORCE?

[Response]

Multiple Question:
What are your PERFORMANCE MEASURES and improvement GOALS for your workplace
environmental factors?

[Response]

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Overall Question for WORKFORCE Benefits and Policies:
HOW do you support your WORKFORCE via services, benefits, and policies?

Workforce surveys help define what services and benefits are most important to our staff.
Policy decisions pertaining to training, dress code, benefits and salary are bolstered with
information compiled through our workforce survey process.

Multiple Question:
HOW do you tailor these to the needs of a diverse WORKFORCE and different WORKFORCE
groups and SEGMENTS?

[Response]

5.2 WORKFORCE ENGAGEMENT (45 pts)

Basic Question:
HOW do you engage your WORKFORCE for retention and high PERFORMANCE?

Workforce engagement is measured throughout the year in several ways. Our primary way of
measuring workforce engagement is by surveying the workforce directly. The responses are
anonymous down to the department and highlight all areas of the company (management,
goals, communication, benefits, salary, work environment, peers).

Our company enters local “best company to work for” competitions throughout the year.
Results are compiled from responses from our workforce and key attributes measures by the
firm conducting the competition. We routinely finish at the top of the list and won “best
company to work for” several times.

Overall Question for Drivers of ENGAGEMENT:

HOW do you determine the KEY drivers of WORKFORCE ENGAGEMENT?

Our workforce engagement assessment process (surveys) measures how emotionally connected
our workforce is to our mission, vision and values. Specifically, the process measures how well
our management team aligns day to day tasks with our mission, vision and values and if that
alignment results in a positive work environment.

Multiple Question:
HOW do you determine these drivers for different WORKFORCE groups and SEGMENTS?

[Response]

Overall Question for Assessment of ENGAGEMENT:

HOW do you assess WORKFORCE ENGAGEMENT?

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In addition to workforce survey responses, other metrics give us insight into workforce
engagement. Voluntary turnover is measured and reported to the all managers meeting
monthly.

Multiple Question:
What formal and informal assessment methods and MEASURES do you use to
determine WORKFORCE satisfaction and WORKFORCE ENGAGEMENT?

[Response]

Multiple Question:
HOW do these methods and MEASURES differ across WORKFORCE groups and
SEGMENTS?

[Response]

Multiple Question:
HOW do you empower your WORKFORCE?

[Response]

Overall Question for Organizational Culture:

HOW do you foster an organizational culture that is characterized by open communication, high
PERFORMANCE, and an engaged WORKFORCE?

Open and collaborative communication is crucial for innovative cultures to flourish. Our
innovative culture starts at the highest levels with our BPC – where our board of directors and
senior management define and validate our strategic direction. Various collaborative tools
(affinity etc.) are used to foster ideas and aggregate results.

Collaboration and innovation are achieved further at our MPC – where management from all
levels of the company innovate action plans to realize the strategic direction defined during the
BPC. All action plans selected for deployment are transforms into strategic project charters
where key elements of the action plan are defined (SIPOC, Swimlane, KPIs).

Results (KPIs) of all strategic actions plans are reported to senior management and the board of
directors for future strategic planning sessions.

Multiple Question:
HOW do you reinforce your organizational culture?

[Response]

Multiple Question:
HOW do you ensure that your organizational culture supports your vision and values, and
benefits from the diverse ideas, cultures, and thinking of your WORKFORCE?

[Response]

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 Multiple Question:
HOW do you empower your WORKFORCE?

[Response]

Overall Question for PERFORMANCE Management:

HOW does your WORKFORCE PERFORMANCE management system support high
PERFORMANCE?

Our annual workforce appraisal process is goal-based. Every employee has goals that filter up to
strategic action plans. Once all appraisals have been submitted salary increases are awarded
based on an overall distribution of performance – with the highest increases going to the best
performing employees.

We have a profit-sharing program that monitors specific KPIs throughout the year. The program
gives each employ a on-time payout every year based on KPI performance. Our CFO gives an
update at each monthly all staff meeting. The update includes a detailed analysis of KPI
performance and an estimated payout amount.

Multiple Question:
HOW does it consider WORKFORCE compensation, reward, recognition, and incentive
practices?

[Response]

Multiple Question:
HOW does it reinforce INTELLIGENT RISK taking, a CUSTOMER and business focus, and
achievement of your ACTION PLANS?

[Response]

Overall Question for PERFORMANCE Development:

HOW does your LEARNING and development system support the personal development of
WORKFORCE members and your organization’s needs?

[Response]

Multiple Question:
HOW does it consider the LEARNING and development desires of WORKFORCE members,
support organizational PERFORMANCE improvement and INTELLIGENT RISK taking, and
support ethics and ethical business practices?

[Response]

Overall Question for LEARNING and Development Effectiveness:

HOW do you evaluate the effectiveness and efficiency of your LEARNING and development
system?

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[Response]

Multiple Question:
HOW do you

• correlate LEARNING and development outcomes with findings from your assessment of
WORKFORCE ENGAGEMENT and with KEY business RESULTS, and
• use these correlations to identify opportunities for improvement both in WORKFORCE
ENGAGEMENT and in LEARNING and development offerings?
[Response]

Overall Question for Career Development:

HOW do you manage career development for your WORKFORCE and your future leaders?

[Response]

Multiple Question:
HOW do you carry out succession planning for management, leadership, and other KEY
positions?

[Response]

6.1 WORK PROCESSES (45 pts)

Basic Question:
HOW do you design, manage, and improve your KEY products and WORK PROCESSES?

Key products are designed around the needs of our Members, whereas processes are designed
around the needs of our Members, business and regulatory requirements. Key processes and
products are delivered through either in-house or 3rd party software and are managed by staff.
Ongoing improvements to key processes and products emerge from Member survey feedback,
industry involvement or technology enhancements and are implemented through a formalized
project management process.

Overall Question for Determination of Product and Process Requirements:

HOW do you determine KEY product and WORK PROCESS requirements?

Requirements are based on the changing needs of our Membership as well as the needs of the
business. Due to the landscape of our industry, regulatory requirements are a factor in
developing requirements. To understand Member requirements, we listen to survey feedback
comments and themes to determine the process output requirements. Additionally, key
processes must align with The Applicant’s Critical Success Factors to meet the needs of the
business and must not impede on any regulatory directives.

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Overall Question for KEY WORK PROCESSES:
What are your organization’s KEY WORK PROCESSES?

Opening a membership, processing a loan application, opening banking products, facilitating in-
person transactions, providing online account access.

Multiple Question:
What are the KEY requirements for these WORK PROCESSES?

[Response]

Overall Question for Design Concepts:

HOW do you design your products and WORK PROCESSES to meet requirements?

Products and processes are designed with the Member in mind, while meeting business and
regulatory requirements. Feedback from Members consistently point to three overall desires
which are consistency, accuracy and personalized service. Meeting these objectives are

Multiple Question:
HOW do you incorporate new technology, organizational knowledge, product excellence,
CUSTOMER VALUE, consideration of risk, and the potential need for agility into these
products and PROCESSES?

[Response]

Overall Question for Process Implementation:

HOW do you ensure workplace health, security, and accessibility for the WORKFORCE?

[Response]

Multiple Question:
What KEY PERFORMANCE MEASURES or INDICATORS and in-process MEASURES do you use
to control and improve your WORK PROCESSES?

[Response]

Multiple Question:
HOW do these MEASURES relate to end-product quality and PERFORMANCE MEASURES?

[Response]

Overall Question for Support PROCESSES:

HOW do you determine your KEY support PROCESSES?

Key support processes are developed to allow service delivery processes to take place as well as
meet business and regulatory needs. An example of this would be compliance processes, which
are designed to set boundaries for service delivery processes and at the same time meet

90
regulatory requirements and fill a business need. Most key processes require several support
processes to take place.

Multiple Question:
What are your KEY support PROCESSES?

[Response]

Multiple Question:
HOW does your day-to-day operation of these PROCESSES ensure that they meet KEY
business requirements?

[Response]

Overall Question for Product and Process Improvement:

HOW do you improve your WORK PROCESSES and support PROCESSES to improve products and
process PERFORMANCE, enhance your CORE COMPETENCIES, and reduce variability?

The Applicanthas formed a team of individuals (Delta Team) that are trained in utilizing six sigma
process improvement tools to identify and improve processes and reduce variability in
processes throughout the organization. This team consists of 28 staff Members that are trained
and meet regularly to review current improvement efforts.

Overall Question for Supply-Network Management:

HOW do you manage your supply network?

The Applicant’s supply network consists of a variety of vendors that work together with The
Applicantto deliver financial services. These vendors are periodically reviewed and prioritized by
criticality to their impact to the organization. Vendors that are deemed high or medium are
reviewed annually for financial stability and regulatory compliance among other items.

Multiple Question:
HOW do you select suppliers that are qualified and positioned to meet your operational
needs, enhance your PERFORMANCE, support your STRATEGIC OBJECTIVES, and enhance
your CUSTOMERS’ satisfaction?

The process for selecting suppliers begins with a review of The Applicant’s business needs
and requirements. Once there is clarity on these items, an RFP is issued to allow for vendors
to compete for the service. RFP’s result into demonstrations of the service and the vendors
are narrowed down to just a few. Ultimately a vendor is selected, and the project phase
begins. Alignment with The Applicant’s business and growth needs is embedded within the
vendor selection phase.

Multiple Question:
HOW do you

• promote ALIGNMENT and collaboration within your supply network;

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 • ensure supply-network agility in responding to changes in customer, market, and
organizational requirements; and
• communicate PERFORMANCE expectations, measure and evaluate suppliers’
PERFORMANCE, provide feedback to help them improve, and deal with poorly
performing suppliers?
[Response]

Overall Question for INNOVATION Management:

HOW do you pursue your opportunities for INNOVATION?

Innovation typically comes from management’s willingness to allow other viewpoints on a topic.
The Delta team does drive innovation, but management has created a channel for all employees
to take part in innovation through a formal tracking system, MERT. MERT is The Applicant’s
feedback tool that also allows all employees to enter an idea or suggestion on improving or
creating a process. Those suggestions are tracked and forwarded to Management each week for
review. Viable opportunities are then identified and pursued.

Multiple Question:
HOW do you pursue the STRATEGIC OPPORTUNITIES that you determine are INTELLIGENT
RISKS?

[Response]

Multiple Question:
HOW do you decide to discontinue pursuing opportunities at the appropriate time?

[Response]

6.2 Operational EFFECTIVENESS (40 pts)

Basic Question:
HOW do you ensure effective management of your operations?

Key operational processes are clearly defined (SIPOC, Swimlane) and process metrics are
defined. Process metrics measure varying information based on the process (production, cycle
time, survey results, defect count). Operational process metric results are reviewed during the
monthly all management meeting.

Overall Question for Process Efficiency and EFFECTIVENESS:

HOW do you manage the cost, efficiency, and EFFECTIVENESS of your operations?

Since we’re a service organization – metrics that focus on member service and member
experience receive the most attention. Cycle time (also strongly connected to member
experience) is also a primary focus when it comes to member (external and internal) service.

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 Multiple Question:
HOW do you

• incorporate CYCLE TIME, PRODUCTIVITY, and other efficiency and EFFECTIVENESS

factors into your work PROCESSES;
• prevent defects, service errors, and rework;
• minimize warranty costs or CUSTOMERS’ PRODUCTIVITY losses, as appropriate;
• minimize the costs of inspections, tests, and process or PERFORMANCE audits, as
appropriate; and
• balance the need for cost control and efficiency with the needs of your CUSTOMERS?
Cycle time and productivity is measured for most key operational processes (Call Center /
Branch service times, loan application / approval time). Where possible required approval
processes are risk-rated and automated to further speed up the time it takes to provide
service to our members (card dispute wizard).

Defects that cause friction to our members (system outages, credit card fraud false positive
rates) are measured and reporting to management at the monthly all managers meeting.
Process improvement is performed for all variances or for KPI metrics that perform at
unsatisfactory levels.

Overall Question for Security and Cybersecurity:

HOW do you ensure the security and cybersecurity of sensitive or privileged data and
information and of KEY assets?

We have several processes for ensuring the security and cyber security of our member
information. The first step is classifying our data. Our data classification process clearly
segments our data and specifies how sensitive each data source is. Various security control
processes are applied to the data based on its defined sensitivity level. The following are
example security control processes that are applied in our environment: Encryption In-Flight,
Encryption At-Rest, Network Segmentation, Packet Filtering, Intrusion Detection/Prevention,
Application Control, Malware Prevention, Behavior Monitoring, Staff Phishing Performance.

Multiple Question:
HOW do you manage physical and electronic data, information, and KEY operational
systems to ensure confidentiality and only appropriate physical and electronic access?

We employ role-based security practices for both physical and electronic security. Our user
access review process ensures that new and existing users are assigned to correct security
roles.

Multiple Question:
HOW do you

• maintain your awareness of emerging security and cybersecurity threats;

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 • ensure that your WORKFORCE, CUSTOMERS, PARTNERS, and suppliers understand and
fulfill their security and cybersecurity roles and responsibilities;
• identify and prioritize KEY information technology and operational systems to secure;
and
• protect these systems from potential cybersecurity events, detect cybersecurity events,
and respond to and recover from cybersecurity incidents?
We have several staff exercises that effectively train and assess our staff for common
security threats. Social engineering, Phishing/Vishing exercises are great examples.
Performance KPIs are assigned to these exercises and reported at the monthly all managers
meeting and quarterly to the board of directors.

Regular vulnerability assessments are performed on all technology assets. Results are
weighted so what critical asset results are considered most severe. Vulnerability
assessment results are reported at the monthly all managers meeting and quarterly to the
board of directors.

Our vendor management process measures the criticality of each vendor. Regulatory
documentation required varies depending on vendor criticality. Our most critical vendors
are required to provide various financial performance and regulatory results information.

Overall Question for Safety:

HOW do you provide a safe operating environment?

Environment safety is governed by OSHA and audits are regularly performed (Greg?).
Environmental incidents are documented and reported over time through a performance metric
and discussed at the monthly all managers meeting.

Multiple Question:
HOW does your safety system address accident prevention, inspection, root-cause ANALYSIS
of failures, and recovery?

[Response]

Overall Question for Business Continuity:

HOW do you ensure that your organization is prepared for disasters or emergencies?

Technology disaster recovery tests are performed every year. Results are included to the board
of directors as part of the annual information security program update. Our Business Continuity
process is governed by a third party. The process includes all lines of business and drives which
systems needs to be included in the annual technology exercise.

Multiple Question:
HOW does your disaster and emergency preparedness system consider prevention,
continuity of operations, and recovery?

[Response]

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Multiple Question:
HOW does your disaster and emergency preparedness system take into account your
reliance on your WORKFORCE, supply network, and PARTNERS?

[Response]

Multiple Question:
HOW do you ensure that your information technology systems continue to be secure and
available to serve CUSTOMERS and meet business needs?

[Response]

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 APPENDIX D

ITEM WORKSHEETS

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Item Worksheet - Item 1.1 (Senior Leadership)
List the 4 – 6 most significant key factors (KFs) for this Item
1. Mission: Enrich Lives and Empower Dreams, Core Values: Respect, Integrity, Innovation, Passion, Excellence
2. The applicant is passionate about bettering themselves through education, service and continuous improvement. The applicant
is a member driven organization with a focus on data driven excellence.
3. Vision: Delivering experiences that delight our Members and make them fans. Having an extremely productive and engaged
workforce that loves The Applicant. Being a highly regarded partner that makes powerful contributions to improve the
communities we serve. Growing The Applicantand optimizing our income solely to deliver our mission.
4. Applicant leadership structure is broken down into 3% senior leadership and 14% middle management. 82% of applicant’s staff
is non-management. Applicant’s employment status is 82% full-time and 18% part-time. Gender breakdown is 28% male and
72% female. Applicant’s workforce ethnicity is 59% Latino, 20% Caucasian, 8% African American, 6% Asian or Pacific Islander
and 6% other. Applicant’s workforce age breakdown is 18-33 46%, 36-51 41%, 52-65 12%, 66+ 1%. Applicant’s workforce
education breakdown is Associates Degree 11%, Bachelor’s Degree 17%, Master’s Degree 4%.
5. Potential changes to the credit union tax-exempt status poses the greatest risk to the applicant’s competitive situation.

97
Strengths
Relevant
++ Strength Evidence A D L I Item Ref.
KF
1, 2 The applicant has a well-defined mission The applicant has a clearly defined mission and X X a(1)
and values system that seems to be values system. Both are the primary focus for all
effectively integrated into their leadership
leadership and strategic processes. There are
and reward systems. several reward systems deployed. All reward
systems are designed to reward the application
of the applicant’s mission and values. All
workforce units are and often do receive
rewards for actions that align with the
applicant’s mission and values.
1, 3, 4 The applicant has several processes in The applicant has several methods for workforce X X X b, c(1),
place to engage and communicate with its communication. Methods range from in-person
entire workforce with some integration meetings (annual kickoff, monthly all staff) to
into process improvement and learning. online (Ask the President,
engagement/satisfaction surveys). There is
some indication that the applicant uses
information from these communication
processes to make process improvements to
their work environment.

98
4, 5 Applicant has processes in place to The applicant is fully aware of an actively X X c(1)
monitor and actively take part in activities engaged with its biggest strategic risk: losing its
to keep their tax-exempt status. tax-exempt status. The applicant routinely
communicates the risk of losing its tax-exempt
status to its workforce and encourages them to
take part is local political activities to raise
awareness. The applicant visits Washington DC
every year to communicate the important of
keeping the tax-exempt status for credit unions
to the Senate.

Strength Comment: Item Ref.

Nugget (criteria The applicant has a systematic process for defining, communicating its mission and values
language): to the workforce. a(1)

Evidence (from the The applicant’s mission and values are systematically integrated into its strategic planning
application): and leadership communication processes. Their mission and values are front and center for
various reward systems and learning is evident in some communication approaches.
Relevance (key Integrating a clearly defined mission and value system into the applicants strategic planning
factor): and leadership communication processes ensures that all strategic action plans and
leadership communication systems are focused on achieving its mission in ways that align
with its core values. The applicant strives for a data-driven environment by deployment
several online methods of leadership communication with process improvement
integrations.
Done!

99
Opportunities for Improvement (OFIs)

Relevant KF -- Opportunity for Improvement Evidence A D L I Item Ref.

1, 2, 3 While the applicant has an approach for The applicant has a well establish X X a(1)
deploying its mission and values, it is mission and value system that is fully
unclear if there is a measurable process integrated into how senior leaders
for learning present. communicate and reward staff.
However, it is unclear how the applicant
measures how well it’s mission and
values are integrated throughout the
workforce.
1, 2, 3 While the applicant has several The applicant has established several X X b
approaches for leadership communication approaches for leadership
to the workforce, it is unclear if the communication to the workforce.
applicant has measurable processes in- However, it is unclear if the applicant
place for communicating with Key measures the effectiveness of its
Partners and Members. communication approaches or if the
approaches are tailored to their
audience.

100
OFI Comment: Item Ref.
Nugget (criteria It is unclear if the applicant has a process of learning integrated into its mission and vision
language): setting processes. a(1)

Evidence (from the While the applicant describes a mission and value setting process that starts with its strategic
application): and leadership planning, there doesn’t seem to be processes in-place to measure the how
integrated it’s mission and values are across all workforce groups.
Relevance (key Measuring mission and vision integration throughout the workforce will help the applicant
factor): achieve a data-driven workforce dedicated to its mission and vision.

Done!

Scoring:
Item Scoring Range: (i.e. 50-65; refer to page 34 50-65%
of the Baldrige Framework)
Item Overall Score: (i.e. 55; select an actual 50%
score in an increment of 5)
Notes:

101
Item Worksheet - Item 1.2 (Governance and Societal Contributions)

List the 4 – 6 most significant key factors (KFs) for this Item
1. Mission: Enrich Lives and Empower Dreams, Core Values: Respect, Integrity, Innovation, Passion, Excellence
2. Vision: Delivering experiences that delight our Members and make them fans. Having an extremely productive and engaged
workforce that loves The Applicant. Being a highly regarded partner that makes powerful contributions to improve the communities
we serve. Growing The Applicant and optimizing our income solely to deliver our mission.
3. The applicant is governed by a volunteer board of directors elected by its membership. The volunteer board is responsible for the
performance of the CEO and her executive team. The applicant employs an internal auditor who reports directly to the CEO and
collaborates with an internal audit committee to coordinate all financial and operational audits. The audit committee is comprised of
volunteers from the industry and the board of directors.
4. The applicant is part of the highly regulated financial sector. Primary regulators are the National Credit Union Administration (NCUA),
the Department of Business Oversight (DBO), Federal, State and Local Tax Authorities and the rules and regulations contained in the
California Code of Regulations. Non-financial regulators for workplace safety, security, privacy include OSHA and Fair Labor Standards
Act.
5. Potential changes to the credit union tax-exempt status poses the greatest risk to the applicant’s competitive situation.
6. Financial institutions are turning to the internet more and more to extend their service channels and to enhance their products and
services. This expanded use of the internet poses great opportunity for the applicant as well as significant risks to day to day
operations.

102
Strengths
Relevant
++ Strength Evidence A D L I Item Ref.
KF
3, 4 The applicant has effective systems for The applicant has fully transparent internal X X X a(1)
ensuring responsible governance. controls and reporting processes for governance
and accountability. Results from internal control
systems and reporting are delivered to the
governing bodies (board of directors and audit
committee) and often include collaboration with
senior leadership.
2,3,4 The applicant has several processes that The applicant has several processes for X X X X b(1)
assess, measure and report regulatory assessing, measuring and reporting societal and
performance and has elegant control over regulatory issues. These processes are fully
the delicate balance between regulatory deployed throughout the workforce and
compliance and customer service integrated into both governing bodies (bod and
flexibility. audit committee).

Strength Comment: Item Ref.

Nugget (criteria The applicant has a systematic approach for assessing, measuring and reporting regulatory
language): compliance. b(1)

Evidence (from the The processes used by the client to assess, measure and report regulatory compliance
application): updates are fully deployed to the workforce. The client uses its internal audit team to help
coach and prepare workforce units for new/changing regulations. Results from each
regulatory exercise are systematically assessed, measured and reported to all governing
bodies.

103
 Strength Comment: Item Ref.
Relevance (key The applicant operates within the highly regulated financial sector. Its processes for legal
factor): and regulatory compliance help to ensure good standing with applicable laws and
regulations.
Done!

Opportunities for Improvement (OFIs)

Relevant KF -- Opportunity for Improvement Evidence A D L I Item Ref.

3, 4 Unclear if the applicant’s governing The applicant mentions systems for X X X X a(2)
board(s) are evaluated for performance. measuring senior leadership
performance but does not mention
processes for measuring the
performance of bod and the audit
committee.
2, 3 It is unclear if the applicant measures the While the applicant contributes often to X X c(2)
benefit of making KEY community key communities, it’s unclear if the
contributions to its members. effectiveness of the contributions are
measured and bring value to its
members.

OFI Comment: Item Ref.

Nugget (criteria It is unclear how the applicant measures the development and performance of its governing
language): bodies. a(2)

104
 OFI Comment: Item Ref.
Evidence (from the The applicant has systematic processes for measuring senior leadership performance.
application): However, it is unclear how governing body development and performance is measured.
Relevance (key Measuring the development and performance of governing bodies will extend overall
factor): development and accountability for performance to the applicant’s bod and audit
committee – thereby increasing overall stability for the applicant and its members.
Done!

Scoring:
Item Scoring Range: (i.e. 50-65; refer to page 34 50-65%
of the Baldrige Framework)
Item Overall Score: (i.e. 55; select an actual 55%
score in an increment of 5)
Notes:

Item Worksheet - Item 2.1 (Strategy Development)

List the 4 – 6 most significant key factors (KFs) for this Item
1. Mission: Enrich Lives and Empower Dreams, Core Values: Respect, Integrity, Innovation, Passion, Excellence
2. Vision: Delivering experiences that delight our Members and make them fans. Having an extremely productive and engaged
workforce that loves The Applicant. Being a highly regarded partner that makes powerful contributions to improve the
communities we serve. Growing The Applicantand optimizing our income solely to deliver our mission.
3. The applicant is governed by a volunteer board of directors elected by its membership. The volunteer board is responsible
for the performance of the CEO and her executive team. The applicant employs an internal auditor who reports directly to

105
 List the 4 – 6 most significant key factors (KFs) for this Item
the CEO and collaborates with an internal audit committee to coordinate all financial and operational audits. The audit
committee is comprised of volunteers from the industry and the board of directors.
4. The applicant understands that their members have many choices for financial services and is driven to be the primary
financial partner. The applicant is passionate about bettering themselves through education, service and continuous
improvement.
5. Key customers consist of anyone who lives, works, worships or attends school is Riverside and San Bernardino Counties –
including parts of San Diego and Orange Counties. The applicant applies special focus on its original sponsor groups which
include: Riverside County school districts, County of Riverside, Riverside County Hospital and March Air Reserve Base.

Strengths
Relevant
++ Strength Evidence A D L I Item Ref.
KF
1,2,4,5 The applicant’s strategic planning process The applicant’s strategic planning process starts X X X a(1)
is clearly defined and includes steps and with senior management and the board of
participants that align with its mission and directors at the BPC where the applicant’s
vision. mission, vision and customers (members) are the
primary focus. The strategic planning process
continues with MPC where management
develops deployment plans for the strategies
developed at the BPC.
1,2,4,5 The applicant’s strategic planning process The strategic goals and action plans developed X X X a(1)
drives workforce performance appraisals during the BPC and MPC process drive the
and budgeting. applicant’s workforce performance appraisal
(through goals) and budget processes.

106
 Strength Comment: Item Ref.
Nugget (criteria The Applicant has systematic process for strategic development that is fully deployed across
language): the enterprise. a(1)

Evidence (from the The applicant’s annual board planning conference (BPC) and management planning
application): conference (MPC) define the strategic initiatives (A) and action plans (D) for the year. The
applicant’s action plans drive workforce performance appraisals and the annual budget
process (I).
Relevance (key The applicant’s annual BPC and MPC process ensures that their strategic initiatives and
factor): actions plans are always aligned with their mission, vision and customer (member)
expectations.
Done!

Opportunities for Improvement (OFIs)

Relevant KF -- Opportunity for Improvement Evidence A D L I Item Ref.

1,2,4,5 The applicant’s key strategic objectives While the applicant has a clearly defined X X X X b(1)
and timetable for achieving them are process for strategic planning – its key
unclear. strategic objects are unclear.
2, 3 It’s unclear how the applicant’s strategic The applicant states that overall X X a(2)
planning process fosters innovation and strategic direction is defined at the BPC
intelligent risk taking. and MPC processes. However, it’s
unclear how the applicant integrates
innovation and intelligent risk taking
during their strategic planning process.

107
OFI Comment: Item Ref.
Nugget (criteria The applicant’s key strategic objectives and timetables for achieving them are either
language): unclear or not defined. b(1)

Evidence (from the The applicant has a process for systematically defining strategic initiatives and action plans.
application): However, the applicant’s key strategic objectives and timetables for achieving them are
unclear.
Relevance (key The applicant’s mission, vision and value system focus on customer (member) driven value.
factor): Having clearly defined strategic objectives and timetables for achieving them are critical
pieces to measuring the overall success of the applicant’s strategic plan.
Done!

Scoring:
Item Scoring Range: (i.e. 50-65; refer to page 50-65%
34 of the Baldrige Framework)
Item Overall Score: (i.e. 55; select an actual 50%
score in an increment of 5)
Notes: (you may want to use this space to include any rationale or explanation for
your proposed score)

108
Item Worksheet - Item 2.2 (Strategy Implementation)
List the 4 – 6 most significant key factors (KFs) for this Item
1. Mission: Enrich Lives and Empower Dreams, Core Values: Respect, Integrity, Innovation, Passion, Excellence
2. Vision: Delivering experiences that delight our Members and make them fans. Having an extremely productive and engaged
workforce that loves The Applicant. Being a highly regarded partner that makes powerful contributions to improve the
communities we serve. Growing The Applicantand optimizing our income solely to deliver our mission.
3. The applicant maintains a quality deployment plan that is three pronged: (1) quality standards, (2) processing improvement
training, (3) Business Process Management BPM. A special process improvement task force (Delta Team) is deployed
throughout the company.
4. The applicant understands that their members have many choices for financial services and is driven to be the primary
financial partner. The applicant is passionate about bettering themselves through education, service and continuous
improvement.
5. The applicant is governed by a volunteer board of directors elected by its membership. The volunteer board is responsible
for the performance of the CEO and her executive team. The applicant employs an internal auditor who reports directly to
the CEO and collaborates with an internal audit committee to coordinate all financial and operational audits. The audit
committee is comprised of volunteers from the industry and the board of directors.

109
Strengths
Relevant
++ Strength Evidence A D L I Item Ref.
KF
1,2,5 The applicant has a clear process for Strategic initiatives defined during the X X X a(2)
implementing its strategic action plans. applicant’s strategic planning processes (BPC and
MPC) are implemented as strategic projects
through the applicant’s PMO.
1,2,3 Performance measures indicating The applicant’s strategic actions are X X X a(5)
achievement and effectiveness are implemented as strategic projects through the
deployed and integrated throughout the PMO. All strategic projects include must include
workforce. a project charter detailing performance KPIs.
Deployment and integration with the workforce
are measured through performance appraisals
(goals).

Strength Comment: Item Ref.

Nugget (criteria The Applicant has systematic approach for implementing strategy.
language): a(2)

Evidence (from the The applicant has a systematic process for implementing strategy. For example, strategy
application): defined during the BPC and MPC are implemented as strategic projects through the in-
house PMO. All strategic projects are framed by a project charter detailing the reason for
the project (action plan) and how performance will be measured (KPIs).
Relevance (key The applicant’s approach for strategy implementation is aligned with their mission and
factor): vision. Deploying their action plans as strategic projects helps achieve their vision of a
productive and engaged workforce.
Done!

110
Opportunities for Improvement (OFIs)

Relevant KF -- Opportunity for Improvement Evidence A D L I Item Ref.

2,3 It’s unclear how the applicant ensures While the applicant has a systematic X X a(3)
that financial and other resources are process for implementing and
available to support action plans and measuring success for action plans – it’s
current obligations. unclear how the applicant ensures it’s
has enough resources to support new
action plans and current obligations.
2, 3 Processes for addressing potential It’s unclear how the applicant’s X X a(4)
changes in workforce capability and workforce action plans address changes
capacity and their impact of actions plans in workforce capability and capacity.
are not evident.

OFI Comment: Item Ref.

Nugget (criteria It’s unclear how the applicant allocates resources for new action plans and existing
language): obligations. a(3)

Evidence (from the The applicant has a systematic process for implementing strategy that is fully integrated
application): with the internal PMO. However, it is unclear how the applicant ensures that resources
are available to support new action plans and existing obligations.
Relevance (key Ensuring that there are needed resources for new action plans as well as existing
factor): obligations will ensure the applicant achieves its vision of a productive and engaged
workforce while achieving desired levels of quality and continuous improvement.
Done!

111
 Scoring:
Item Scoring Range: (i.e. 50-65; refer to page 50-65%
34 of the Baldrige Framework)
Item Overall Score: (i.e. 55; select an actual 60%
score in an increment of 5)
Notes: (you may want to use this space to include any rationale or explanation for
your proposed score)

Item Worksheet - Item 3.1 (Customer Expectations)

List the 4 – 6 most significant key factors (KFs) for this Item
1. Mission: Enrich Lives and Empower Dreams, Core Values: Respect, Integrity, Innovation, Passion, Excellence
2. Vision: Delivering experiences that delight our Members and make them fans. Having an extremely productive and engaged
workforce that loves The Applicant. Being a highly regarded partner that makes powerful contributions to improve the
communities we serve. Growing The Applicantand optimizing our income solely to deliver our mission.
3. The applicant understands that their members have many choices for financial services and is driven to be the primary
financial partner. The applicant is passionate about bettering themselves through education, service and continuous
improvement.
4. Key customers consist of anyone who lives, works, worships or attends school is Riverside and San Bernardino Counties –
including parts of San Diego and Orange Counties. The applicant applies special focus on its original sponsor groups which
include: Riverside County school districts, County of Riverside, Riverside County Hospital and March Air Reserve Base.
5. Key sources of comparative data from within the industry include: Member Loyalty and SatMatrix (Member satisfaction and
loyalty), Callahan and Associates (Peer financial results), NCUA and FDIC Call Reports (Financials), The Shields Group and The
Credit Union Journal (Employee Survey). Key sources for comparative data from outside of the industry include: Former
Baldrige recipients, Public domain published materials. The unique focus on community and membership makes gathering
peer data for credit unions a challenge.

112
 List the 4 – 6 most significant key factors (KFs) for this Item
6. The applicant has key suppliers of technology that facilitate service delivery. Some of these suppliers include: Jack Henry
(Episys), World Pay (Card Purchasing), Alkami (Online/Mobile Banking), Alogent (Item Processing), NCR (ATM Machines and
Technology), Enghouse (Cell Center), VMWare (Datacenter and Workstation Technology).

Strengths
Relevant
++ Strength Evidence A D L I Item Ref.
KF
1,2,3,5,6 The applicant has a systematic process for The applicant has deployed a fully integrated X X X X a(1)
(MLG) for getting feedback and survey system into its financial core, call center
expectations from its members. The and branch network. When their membership
process includes performance measures uses one of these platforms, they are randomly
(learning) and process improvement prompted to complete a survey – specifically
(innovation). tailored to the service channel used and service
provided. The platform includes performance
measures that are reported to management
monthly and used during process improvements
and strategic planning.
1,2,3 The applicant has a systematic process for The applicant has an inhouse comment tracking X X X X b(2)
gather information from its workforce and system (MERT) that categorizes, and measures
members to define and deploy new comments submitted by its workforce and
products. membership. The comments and categorized
metrics are reviewed at the monthly
management meeting and during all strategic
planning and processing improvement processes
(BPC, MPC, Delta Team).

113
Strength Comment: Item Ref.
Nugget (criteria The applicant has a systematic process for listening to and interacting with its customers
language): (members). a(1)

Evidence (from the The applicant has a survey system which is integrated with all service channels. The process
application): randomly selects members that interact which each service channel who are then promoted
to complete a survey tailored to the channel used and the services offered. Results and
expectations from the surveys are reviewed by the management team monthly and used
during all strategic planning (BPC, MPC) and process improvement (Delta Team) processes.
Relevance (key The applicants MLG survey system helps them delight their members and define products
factor): and services that make them fans. The data helps keep their staff engaged and dedicated to
process improvement.
Done!

114
Opportunities for Improvement (OFIs)

Relevant KF -- Opportunity for Improvement Evidence A D L I Item Ref.

2,3,4 It’s unclear if the applicant has a While the applicant has systematic X X a(1)
systematic process for determining processes for communicating with
customer (member) groups and market individual customers (members), it’s
segments. unclear if there is a process for defining
and analyzing responses by customer
group or market segment.

OFI Comment: Item Ref.

Nugget (criteria It is unclear if the applicant has a systematic process for determining customer groups and
language): market segments. a(1)

Evidence (from the While the applicant describes a systematic process for communicating with individual
application): customers (members), its not clear if they have a process for defining and communicating
with specific customer (member) groups and market segments.
Relevance (key The applicant’s field of membership includes anyone who lives, worships or works in
factor): Riverside and San Bernardino counties. A systematic process for determining key customer
(member) groups and market segments will help them expand their membership in their
fields they server and make their existing customers (member) fans.
Done!

115
 Scoring:
Item Scoring Range: (i.e. 50-65; refer to page 34 70-85%
of the Baldrige Framework)
Item Overall Score: (i.e. 55; select an actual 70%
score in an increment of 5)
Notes: (you may want to use this space to include any rationale or explanation for
your proposed score)

Item Worksheet - Item 3.2 (Customer Engagement)

List the 4 – 6 most significant key factors (KFs) for this Item
1. Mission: Enrich Lives and Empower Dreams, Core Values: Respect, Integrity, Innovation, Passion, Excellence
2. Vision: Delivering experiences that delight our Members and make them fans. Having an extremely productive and engaged
workforce that loves The Applicant. Being a highly regarded partner that makes powerful contributions to improve the
communities we serve. Growing The Applicantand optimizing our income solely to deliver our mission.
3. The applicant understands that their members have many choices for financial services and is driven to be the primary
financial partner. The applicant is passionate about bettering themselves through education, service and continuous
improvement.
4. Key customers consist of anyone who lives, works, worships or attends school is Riverside and San Bernardino Counties –
including parts of San Diego and Orange Counties. The applicant applies special focus on its original sponsor groups which
include: Riverside County school districts, County of Riverside, Riverside County Hospital and March Air Reserve Base.
5. Key sources of comparative data from within the industry include: Member Loyalty and SatMatrix (Member satisfaction and
loyalty), Callahan and Associates (Peer financial results), NCUA and FDIC Call Reports (Financials), The Shields Group and The
Credit Union Journal (Employee Survey). Key sources for comparative data from outside of the industry include: Former
Baldrige recipients, Public domain published materials. The unique focus on community and membership makes gathering
peer data for credit unions a challenge.

116
List the 4 – 6 most significant key factors (KFs) for this Item
6. The applicant has key suppliers of technology that facilitate service delivery. Some of these suppliers include: Jack Henry
(Episys), World Pay (Card Purchasing), Alkami (Online/Mobile Banking), Alogent (Item Processing), NCR (ATM Machines and
Technology), Enghouse (Cell Center), VMWare (Datacenter and Workstation Technology).

117
Strengths
Relevant
++ Strength Evidence A D L I Item Ref.
KF
1,2,3,5,6 The applicant has a systematic process for The applicant uses its MLG survey system to X X X X b(1)
determining customer (member) measure member satisfaction. The MLG system
satisfaction. is fully integrated across all service channels and
includes an NPS score. Result metrics (learning)
are reviewed by management monthly and used
during all strategic and process improvement
processes (Innovation).
1,2,3,5,6 Applicant systematically compares Results from the applicant’s MLG system are X X X X b(2)
customer (member) satisfactions and measured against direct and indirect
engagement with competitors. competitors. Result metrics (learning) are
reviewed by management monthly and used
during all strategic and process improvement
processes (Innovation).
1,2,3,5,6 The applicant has several systematic The applicant’s member can seek information a(2)
processes for their customers (members) and support both in-person and digitally through
to seek information and support. a fully staffed call center and a retail online
banking system (mobile and desktop). There are
systematic measures for each channel for
satisfaction, level of service and defect tracking.
Results are reviewed monthly at the
management meeting are used for all strategic
and process improvement processes.

Strength Comment: Item Ref.

Nugget (criteria The applicant has a systematic process for measuring customer (member) satisfaction and
language): engagement. b(1)

118
 Strength Comment: Item Ref.

Evidence (from the The applicant uses an automated survey system that is fully integrated into all service
application): channels. Members are randomly prompted to complete surveys that are specifically
tailored to the channel used and service offered. The results from the survey are used to
generate metrics that reviewed by management monthly and used in all strategic planning
and process improvement processes.
Relevance (key The applicant’s systematic survey system provides intelligent satisfaction results tailored to
factor): specific service channels and services offered. This provides a platform of learning and
innovation for the applicant to help them achieve their process improvement and customer
engagement goals.
Done!

Opportunities for Improvement (OFIs)

Relevant KF -- Opportunity for Improvement Evidence A D L I Item Ref.

2, 3, 5, 6 While the applicant lists various activities The applicant describes various X X X a(1)
for acquiring customers and building activities for acquiring customers and
market share, it’s unclear if there is a building market share. However, there
systematic process present. doesn’t seem to be a systematic process
for deployment and performance
measurement.

OFI Comment: Item Ref.

Nugget (criteria It’s unclear if the applicant has a systematic process for acquiring customers and building
language): market share. a(1)

119
 OFI Comment: Item Ref.
Evidence (from the The applicant describes various activities for acquiring customers and building market share.
application): However, there doesn’t seem to be a systematic process for deployment and performance
measurement.
Relevance (key A systematic process for acquiring members and market share will help establish consistent
factor): results that can be measured for effectiveness. This will help the applicant focus on the
most effective approaches and platforms thereby enhancing customer engagement and
bolstering process improvement.
Done!

Scoring:
Item Scoring Range: (i.e. 50-65; refer to page 34 70-85%
of the Baldrige Framework)
Item Overall Score: (i.e. 55; select an actual 75%
score in an increment of 5)
Notes: (you may want to use this space to include any rationale or explanation for
your proposed score)

Item Worksheet - Item 4.1 (Measure Analysis and Improve Performance)

List the 4 – 6 most significant key factors (KFs) for this Item
1. Mission: Enrich Lives and Empower Dreams, Core Values: Respect, Integrity, Innovation, Passion, Excellence
2. The applicant understands that their members have many choices for financial services and is driven to be the primary
financial partner. The applicant is passionate about bettering themselves through education, service and continuous
improvement.

120
List the 4 – 6 most significant key factors (KFs) for this Item
3. The applicant’s primary competitors are three large national financial institutions: Bank of America, Wells Fargo and
Chase. While some credit unions have moved into the applicant’s marketplace, the applicant maintains a competitive yet
cooperative position with them. Sitting at 1.45 Billion in assets – the applicant enjoys healthy growth and profitability in
relation to its peers (credit unions 1-2 Billion).
4. Key sources of comparative data from within the industry include: Member Loyalty and SatMatrix (Member satisfaction
and loyalty), Callahan and Associates (Peer financial results), NCUA and FDIC Call Reports (Financials), The Shields Group
and The Credit Union Journal (Employee Survey). Key sources for comparative data from outside of the industry include:
Former Baldrige recipients, Public domain published materials. The unique focus on community and membership makes
gathering peer data for credit unions a challenge.
5. The applicant has key suppliers of technology that facilitate service delivery. Some of these suppliers include: Jack Henry
(Episys), World Pay (Card Purchasing), Alkami (Online/Mobile Banking), Alogent (Item Processing), NCR (ATM Machines
and Technology), Enghouse (Cell Center), VMWare (Datacenter and Workstation Technology).

121
Strengths
Relevant
++ Strength Evidence A D L I Item Ref.
KF
2,4 The applicant has a systematic process for The applicant has defined its most critical X X X a(1)
tracking data on daily operational operational processes as: member support,
performance. online banking and credit card processing. The
applicant monitors transactional data for all
three processes on a daily basis which is
summarized into performance metrics for the
monthly managers meeting.
4,5 The applicant’s performance review All KPI performance measures include a X X X b
process includes an analysis of key performance goal. Each performance goal is
organizational performance measures. defined by senior management. The goals are
based on trends, best practices and strategic
direction. KPI performance goals are used to
define appraisal goals for the workforce.
1,2,4 The applicant has a systematic process for The applicant has deployed a Delta Team X X X X c(2)
continuous improvement and innovation. process that trains the workforce how to define
and document processes. The Delta Team
process concludes with a real-world project
where each team member selects a production
process to improve and monitor.

Strength Comment: Item Ref.

Nugget (criteria The applicant has a systematic process for continuous improvement and innovation.
language): c(2)

122
 Strength Comment: Item Ref.
Evidence (from the The applicant’s Delta Team process trains its workforce how to define and document
application): processes. Each student in the training completed a real process improvement project
where they document, RCA and improve a process in their area of the business.
Relevance (key Providing process improvement training for their entire workforce helps the applicant
factor): achieve an engaged workforce and highlights its dedication to process improvement and
innovation.
Done!

Opportunities for Improvement (OFIs)

Relevant KF -- Opportunity for Improvement Evidence A D L I Item Ref.

2, 3, 4 It’s unclear if the applicant has a While the applicant has systematic X X c(1)
systematic process for projecting future processes for collection and analyzing
performance. performance measures for current and
past performance, its unclear how the
applicant projects and prepares for
future performance.

OFI Comment: Item Ref.

Nugget (criteria It’s unclear if the applicant has a systematic process for projecting future performance.
language): c(1)

Evidence (from the The applicant has systematic processes for collecting and analyzing data for measuring
application): current and past performance. However, the applicant does not seem to have a process for
projecting and preparing for future performance.

123
 OFI Comment: Item Ref.
Relevance (key Projecting future performance will help the applicant adapt and stay competitive with its
factor): primary competition (big banks) and credit union peers.

Done!

Scoring:
Item Scoring Range: (i.e. 50-65; refer to page 50-65%
34 of the Baldrige Framework)
Item Overall Score: (i.e. 55; select an actual 65%
score in an increment of 5)
Notes: (you may want to use this space to include any rationale or explanation for
your proposed score)

Item Worksheet - Item 4.2 (Information and Knowledge Management)

List the 4 – 6 most significant key factors (KFs) for this Item
1. Mission: Enrich Lives and Empower Dreams, Core Values: Respect, Integrity, Innovation, Passion, Excellence
2. Vision: Delivering experiences that delight our Members and make them fans. Having an extremely productive and engaged
workforce that loves The Applicant.

124
List the 4 – 6 most significant key factors (KFs) for this Item
3. The applicant understands that their members have many choices for financial services and is driven to be the primary
financial partner. The applicant is passionate about bettering themselves through education, service and continuous
improvement.
4. Key sources of comparative data from within the industry include: Member Loyalty and SatMatrix (Member satisfaction and
loyalty), Callahan and Associates (Peer financial results), NCUA and FDIC Call Reports (Financials), The Shields Group and The
Credit Union Journal (Employee Survey). Key sources for comparative data from outside of the industry include: Former
Baldrige recipients, Public domain published materials. The unique focus on community and membership makes gathering
peer data for credit unions a challenge.
5. The applicant has key suppliers of technology that facilitate service delivery. Some of these suppliers include: Jack Henry
(Episys), World Pay (Card Purchasing), Alkami (Online/Mobile Banking), Alogent (Item Processing), NCR (ATM Machines and
Technology), Enghouse (Cell Center), VMWare (Datacenter and Workstation Technology).

125
Strengths
Relevant
++ Strength Evidence A D L I Item Ref.
KF
2,3,4 The applicant has a systematic process for The applicant has a systematic process for X X X X b(1)
building and managing organizational building organizational knowledge that starts
knowledge. with the strategic planning process (MPC),
continues with goal development and concludes
with performance metric analysis and
collaboration. Results of the performance
analysis stage are fed back into the strategic
planning process for additional learning and
organizational knowledge development.
2,5 The applicant has a systematic process for The applicant has systematic processes to X X X a(2)
measuring the availability of its monitor the performance and availability of its
organizational data and information information and knowledge management
systems. Availability metrics are measured and
report at the monthly management meetings
and to the board of directors quarterly. Results
from the availability metrics are fed back into
strategic planning and process improvement
efforts.
2,3 The applicant has a systematic process for The applicant publishes best practices as X X b(2)
sharing best practices across the procedures and standards in an intranet called
organization. AskOps. AskOps is a web-based content system
that includes searching and most viewed sorting
features. Critical best practice updates and
communicate during the all hands staff meeting
as “Spotlights”.

126
 Strength Comment: Item Ref.
Nugget (criteria The applicant has a systematic process for building and managing organizational knowledge.
language): b(1)

Evidence (from the The applicant’s knowledge management process starts with its strategic planning where
application): overall strategic direction is defined. Goals are identified from strategic initiatives which
defines requirements for data and performance metrics. Information stemming from
performance metrics results are fed back into the strategic planning processes as new
knowledge.
Relevance (key The applicant’s knowledge management process ensures that learning is always a part of its
factor): strategic planning and process improvement efforts.

Done!

Opportunities for Improvement (OFIs)

Relevant KF -- Opportunity for Improvement Evidence A D L I Item Ref.

2, 3, 4 It’s unclear if learning and innovation are While the applicant learning embedded X X b(3)
systematic across the organization as part into its knowledge management process,
of everyday work. it’s unclear if learning and innovation
systematic across the organization as
part of everyday work.

127
 OFI Comment: Item Ref.

Nugget (criteria It’s unclear if learning and innovation are systematic across the organization as part of
language): everyday work. b(3)

Evidence (from the While the applicant learning embedded into its knowledge management process, it’s unclear if
application): learning and innovation systematic across the organization as part of everyday work.
Relevance (key Ensuring knowledge management and learning is systematically deployed across the
factor): organization will help to build a highly engaged workforce dedicated to process improvement.

Done!

Scoring:
Item Scoring Range: (i.e. 50-65; refer to page 34 50-65%
of the Baldrige Framework)
Item Overall Score: (i.e. 55; select an actual 65%
score in an increment of 5)
Notes: (you may want to use this space to include any rationale or explanation for your
proposed score)

Item Worksheet - Item 5.1 (Workforce Environment)

List the 4 – 6 most significant key factors (KFs) for this Item
1. Mission: Enrich Lives and Empower Dreams, Core Values: Respect, Integrity, Innovation, Passion, Excellence

128
List the 4 – 6 most significant key factors (KFs) for this Item
2. Vision: Delivering experiences that delight our Members and make them fans. Having an extremely productive and engaged
workforce that loves The Applicant. Being a highly regarded partner that makes powerful contributions to improve the
communities we serve. Growing The Applicantand optimizing our income solely to deliver our mission.
3. The applicant understands that their members have many choices for financial services and is driven to be the primary
financial partner. The applicant is passionate about bettering themselves through education, service and continuous
improvement.
4. Applicant leadership structure is broken down into 3% senior leadership and 14% middle management. 82% of applicant’s
staff is non-management. Applicant’s employment status is 82% full-time and 18% part-time. Gender breakdown is 28%
male and 72% female. Applicant’s workforce ethnicity is 59% Latino, 20% Caucasian, 8% African American, 6% Asian or
Pacific Islander and 6% other. Applicant’s workforce age breakdown is 18-33 46%, 36-51 41%, 52-65 12%, 66+ 1%.
Applicant’s workforce education breakdown is Associates Degree 11%, Bachelor’s Degree 17%, Master’s Degree 4%.
5. The applicant is non-union, and health and safety requirements are dictated by OSHA.

129
Strengths
Relevant
++ Strength Evidence A D L I Item Ref.
KF
2,3,4 The applicant has a systematic process for The applicant’s workforce needs are always tied X X X a(2)
recruiting, hiring and onboarding new to a strategic objective. The onboarding process
workforce members. includes several departments and ensures the
new workforce member has everything they
need to do their job. The onboarding process is
fully documented (SIPOC, SWIMLANE) and
includes automation where possible. The
process includes monthly KPI metrics.
2,4 The applicant has processes deployed to The applicant workforce engagement process X X a(1)
measure workforce capability. includes sections that focus on workforce
capability. The applicant performs an
assessment on every workforce position to
ensure position/salary requirements are met in
relation to industry.
1,2,3,4 The applicant has a systematic process for The applicant uses a top-down management X X X a(4)
organizing and managing its workforce. approach where the lowest level goals
aggregate into higher level goals which stem
from strategic objectives and action plans. All
goals at every level include performance metrics
for learning and process improvement. New
goals and strategic objectives are introduced to
the workforce at the annual kickoff meeting.
Updates are given at the monthly all hands
meeting.

130
Strength Comment: Item Ref.
Nugget (criteria The applicant has a systematic process for organizing and managing its workforce.
language): a(4)

Evidence (from the The applicant manages its workforce through a top-down management approach. Overall
application): strategic objectives and action plans are defined during strategic planning sessions
(BPC/MPC). Goals stemming from the strategic objectives and action plans are assigned to
all levels of the workforce. Each workforce goal has a performance metric that is analyzed
and reviewed during the monthly management meeting and future strategic
planning/process improvement session.
Relevance (key The applicant’s approach for managing their workforce ensures their staff is always engaged
factor): in the strategic direction defined by their board of directors.

Done!

131
Opportunities for Improvement (OFIs)

Relevant KF -- Opportunity for Improvement Evidence A D L I Item Ref.

2,3,4 It’s unclear is the applicant has a While the applicant has processes in X X a(1)
systematic process for assessing capability place to measure process inefficiencies
and capacity needs according to strategic and workforce engagement issues due to
objectives. limited capability and capacity – it’s
unclear if there is a systematic process
for assessing capability and capacity
requirements imposed by strategic
objectives.
2, 5 It’s unclear if the applicant has a The applicant does not seem to have X X b(1)
systematic process for measuring the systematic processes and performance
health, security and accessibility of their measures for workplace health, safety
workplace environment. and accessibility.

OFI Comment: Item Ref.

Nugget (criteria It’s unclear if the applicant has a systematic process for accessing capability and capacity
language): needs according to strategic objectives. a(1)

Evidence (from the While the applicant has processes in place to measure process inefficiencies and workforce
application): engagement issues due to limited capability and capacity – it’s unclear if there is a systematic
process for assessing capability and capacity requirements imposed by strategic objectives.
Relevance (key Assessing needs stemming from strategic objectives will help preparing the workforce for
factor): new capacity and capability needs prior to negative impacts to process performance and
workforce engagement.

132
 OFI Comment: Item Ref.
Done!

Scoring:
Item Scoring Range: (i.e. 50-65; refer to page 34 50-65%
of the Baldrige Framework)
Item Overall Score: (i.e. 55; select an actual 55%
score in an increment of 5)
Notes: (you may want to use this space to include any rationale or explanation for
your proposed score)

Item Worksheet - Item 5.2 (Workforce Engagement)

List the 4 – 6 most significant key factors (KFs) for this Item
1. Mission: Enrich Lives and Empower Dreams, Core Values: Respect, Integrity, Innovation, Passion, Excellence
2. Vision: Delivering experiences that delight our Members and make them fans. Having an extremely productive and engaged
workforce that loves The Applicant. Being a highly regarded partner that makes powerful contributions to improve the
communities we serve. Growing The Applicant and optimizing our income solely to deliver our mission.
3. The applicant understands that their members have many choices for financial services and is driven to be the primary
financial partner. The applicant is passionate about bettering themselves through education, service and continuous
improvement.
4. Applicant leadership structure is broken down into 3% senior leadership and 14% middle management. 82% of applicant’s
staff is non-management. Applicant’s employment status is 82% full-time and 18% part-time. Gender breakdown is 28%
male and 72% female. Applicant’s workforce ethnicity is 59% Latino, 20% Caucasian, 8% African American, 6% Asian or
Pacific Islander and 6% other. Applicant’s workforce age breakdown is 18-33 46%, 36-51 41%, 52-65 12%, 66+ 1%.
Applicant’s workforce education breakdown is Associates Degree 11%, Bachelor’s Degree 17%, Master’s Degree 4%.

133
List the 4 – 6 most significant key factors (KFs) for this Item
5. The applicant is non-union, and health and safety requirements are dictated by OSHA

134
Strengths

135
Relevant
++ Strength Evidence A D L I Item Ref.
KF
1,2,3,4 The applicant has a systematic process for The applicant’s primary way of assessing X X X X a(2)
assessing workforce engagement that workforce engagement is through a system
includes learning and innovation. they’ve deployed specifically for that purpose.
Their workforce engagement process measures
engagement anonymously down to the
department level and includes all factors of the
company (management, goals, communication,
benefits, salary, work environment, peers). The
system produces performance measures that
foster learning and innovation in future strategic
planning and process improvement sessions.
1,2,3,4 The applicant has a systematic process for A culture defined by performance and X X X X b
fostering an engaged workforce focused communication starts at the applicants strategic
on communication and performance. and management planning sessions (BPC and
MPC) where they focus on collaboration and
innovation to produce the overall direction for
the company. Objectives and action plans
generated at the BPC and MPC are implemented
as strategic projects where workforce capability
and budget are assessed as part of the overall
project management lifecycle. Results (KPIs) of
all strategic projects are reported to senior
management and the board of directors for
future strategic planning sessions.

136
 The applicant has a systematic process for The applicant’s performance management X X X c(1)
managing performance that is directly system is directly connected to goals and action
connected to their strategic planning plans defined through their strategic planning
process and includes individual and profit- sessions (BPC and MPC). High performing
sharing compensation systems. workforce are awarded at the monthly
management meeting and through annual
appraisal compensation increases. Overall
organizational performance is compensated
through the applicant’s profit-sharing system.
All compensation processes are tied to metrics
that are monitored throughout the year.

Strength Comment: Item Ref.

Nugget (criteria The applicant has a systematic process for assessing workforce engagement that includes
language): learning and innovation. a(1)

Evidence (from the The applicant’s primary way of assessing workforce engagement is through a system
application): they’ve deployed specifically for that purpose. Their workforce engagement process
measures engagement anonymously down to the department level and includes all factors
of the company (management, goals, communication, benefits, salary, work environment,
peers). The system produces performance measures that foster learning and innovation in
future strategic planning and process improvement sessions.
Relevance (key The applicant’s process for assessing workforce engagement is fully deployed across the
factor): organization and includes measurements for all aspects of the company. Integrated
performance metrics drive learning and innovation around workforce engagement planning
and process improvement sessions.
Done!

137
Opportunities for Improvement (OFIs)

Relevant KF -- Opportunity for Improvement Evidence A D L I Item Ref.

2,3,4 It’s unclear how key drivers for workforce While the applicant has a systematic X X a(1)
engagement are determined. process for assessing workforce
engagement, it’s unclear if there is a
systematic process for determining
drivers for workforce engagement.
2,3 It’s unclear if workforce engagement and It’s unclear if the applicant has a X X a(2)
productivity are assessed. systematic process for connecting
workforce engagement and
performance metrics for productivity.
2,3,4 It’s unclear if there is a systematic process While the applicant has a process for X X c(3)
for learning and development. learning and development, it’s unclear if
the process is systematic with cycles of
learning and innovation.

OFI Comment: Item Ref.

Nugget (criteria It’s unclear how key drivers for workforce engagement are determined.
language): a(1)

Evidence (from the While the applicant has a systematic process for assessing workforce engagement, it’s
application): unclear if there is a systematic process for determining drivers for workforce engagement.
Relevance (key Determining which drivers impact workforce engagement will help the applicant achieve a
factor): highly engaged workforce.

138
 OFI Comment: Item Ref.
Done!

Scoring:
Item Scoring Range: (i.e. 50-65; refer to page 50-65%
34 of the Baldrige Framework)
Item Overall Score: (i.e. 55; select an actual 65%
score in an increment of 5)
Notes: (you may want to use this space to include any rationale or explanation for
your proposed score)

Item Worksheet - Item 6.1 (Work Processes)

List the 4 – 6 most significant key factors (KFs) for this Item
1. Vision: Delivering experiences that delight our Members and make them fans. Having an extremely productive and
engaged workforce that loves The Applicant. Being a highly regarded partner that makes powerful contributions to
improve the communities we serve. Growing The Applicant and optimizing our income solely to deliver our mission.
2. The applicant understands that their members have many choices for financial services and is driven to be the primary
financial partner. The applicant is passionate about bettering themselves through education, service and continuous
improvement.
3. The applicant’s range of financial services includes various consumer loans and deposit products. Leading financial
services include auto loans and checking accounts. The applicant is starting to specialize in small business products such
as small business loans, commercial real estate and business checking accounts.
4. The applicant has key suppliers of technology that facilitate service delivery. Some of these suppliers include: Jack Henry
(Episys), World Pay (Card Purchasing), Alkami (Online/Mobile Banking), Alogent (Item Processing), NCR (ATM Machines
and Technology), Enghouse (Cell Center), VMWare (Datacenter and Workstation Technology).

139
List the 4 – 6 most significant key factors (KFs) for this Item
5. The applicant delivers its financial services through brick-and-mortar branches (13) and digitally. Primary digital
platforms include card payment systems (Debit / Credit), Online Banking (Desktop / Mobile) including various bill payment
platforms and an internally staff call center with automated telephone banking.

140
Strengths
Relevant
++ Strength Evidence A D L I Item Ref.
KF
2,3,5 The applicant has a systematic process for The applicant has developed an in-house “Delta X X X X b(3)
improving work and support processes Team” process that allows the workforce to take
that include learning and innovation. part in process documentation and
improvement training. The training concludes
with a real-world project where each trainee
improves a key process from their respective
area. Process metrics are developed for the
selected process to track improvement over
time.
1,2 The applicant has systematic processes for The applicant has two internally developed X X X X d
pursuing and managing opportunities for process for detecting and pursuing opportunities
innovation. for innovation. 1) The “Delta Team” training
process teaches the workforce how to define
processes, measure performance and innovate
around improvement. 2) The internally
developed MERT system provides a platform for
customers (members) and the workforce to
submit feedback. Results are aggregated and
delivered to management where they are used
in strategic planning, process improvement and
product development processes.

Strength Comment: Item Ref.

Nugget (criteria The applicant has systematic processes for pursuing and managing opportunities for
language): innovation. d

141
 Strength Comment: Item Ref.

Evidence (from the The applicant has two internally developed process for detecting and pursuing opportunities
application): for innovation. 1) The “Delta Team” training process teaches the workforce how to define
processes, measure performance and innovate around improvement. 2) The internally
developed MERT system provides a platform for customers (members) and the workforce to
submit feedback. Results are aggregated and delivered to management where they are used
in strategic planning, process improvement and product development processes.
Relevance (key The applicant’s systematic processes for fostering and managing their opportunities for
factor): innovation help them keep their workforce engaged in their mission to turn their members
into fans.
Done!

Opportunities for Improvement (OFIs)

Relevant KF -- Opportunity for Improvement Evidence A D L I Item Ref.

1,2 It’s unclear how key support process are While systematic processes for X X b(2)
determined. measuring key support processes are
evident, it’s unclear how these key
support processes are determined.
2, 3 It’s unclear if the applicant has a process The applicants work processes are well X X a(3)
for designing and making changes to work defined and many contain process
processes. performance metrics. However, it’s
unclear if the applicant has a process for
designing and making changes to work
processes.

142
OFI Comment: Item Ref.
Nugget (criteria It’s unclear how key support process are determined.
language): b(2)

Evidence (from the While systematic processes for measuring key support processes are evident, it’s unclear
application): how these key support processes are determined.
Relevance (key A systematic process for determining key support processes would ensure key work
factor): processes are efficient and effective across the various channels used by the applicant to
service their customers (members).
Done!

Scoring:
Item Scoring Range: (i.e. 50-65; refer to page 34 50-65%
of the Baldrige Framework)
Item Overall Score: (i.e. 55; select an actual 65%
score in an increment of 5)
Notes: (you may want to use this space to include any rationale or explanation for
your proposed score)

143
Item Worksheet - Item 6.2 (Operational Effectiveness)
List the 4 – 6 most significant key factors (KFs) for this Item
1. Vision: Delivering experiences that delight our Members and make them fans. Having an extremely productive and engaged
workforce that loves The Applicant. Being a highly regarded partner that makes powerful contributions to improve the
communities we serve. Growing The Applicantand optimizing our income solely to deliver our mission.
2. The applicant understands that their members have many choices for financial services and is driven to be the primary
financial partner. The applicant is passionate about bettering themselves through education, service and continuous
improvement.
3. The applicant’s range of financial services includes various consumer loans and deposit products. Leading financial services
include auto loans and checking accounts. The applicant is starting to specialize in small business products such as small
business loans, commercial real estate and business checking accounts.
4. The applicant has key suppliers of technology that facilitate service delivery. Some of these suppliers include: Jack Henry
(Episys), World Pay (Card Purchasing), Alkami (Online/Mobile Banking), Alogent (Item Processing), NCR (ATM Machines and
Technology), Enghouse (Cell Center), VMWare (Datacenter and Workstation Technology).
5. The applicant delivers its financial services through brick-and-mortar branches (13) and digitally. Primary digital platforms
include card payment systems (Debit / Credit), Online Banking (Desktop / Mobile) including various bill payment platforms and
an internally staff call center with automated telephone banking.

144
Strengths
Relevant
++ Strength Evidence A D L I Item Ref.
KF
1,2,3,4,5 The applicant has a systematic process for They applicant has deployed various systematic X X X X b
ensuring security and cyber security of processes for ensuring the security and
information and key assets that includes cybersecurity of its information and key assets.
cycles of learning and innovation. These processes include specialized security
systems, workforce training and exercises and
vendor risk assessments. All security and
cybersecurity processes are measured (KPIs) and
include cycles of learning and innovation.
1,2,3,5 The applicant has systematic processes for The applicants processes for managing the cost, X X X X a
managing the cost, efficiency and efficiency and effectiveness are standardized
effectiveness of its operations that includes across the enterprise (systematic) and often
cycles of learning and innovation. focus on metrics that measure the effectiveness
of service provided (Service SLA, Satisfaction)
and reducing overall friction for members to
access their financial products (Cycle Time,
Credit Card Fraud False Positive Rate, System
Outages). These processes all have performance
measures (KPIs) and are used for strategic
planning, process improvement and product
design.

Strength Comment: Item Ref.

Nugget (criteria The applicant has a systematic process for ensuring security and cyber security of
language): information and key assets that includes cycles of learning and innovation. b

145
 Strength Comment: Item Ref.
Evidence (from the They applicant has deployed various systematic processes for ensuring the security and
application): cybersecurity of its information and key assets. These processes include specialized security
systems, workforce training and exercises and vendor risk assessments. All security and
cybersecurity processes are measured (KPIs) and include cycles of learning and innovation.
Relevance (key The applicant’s security processes span all service channels and engage the entire workforce
factor): and all key suppliers. This systematic process helps them secure their sensitive information
and key assets across all service channels.
Done!

Opportunities for Improvement (OFIs)

Relevant KF -- Opportunity for Improvement Evidence A D L I Item Ref.

2, 3, 5, 6 It’s unclear if the applicant’s business While the applicant has deployment a X X c(2)
continuity process includes workforce and systematic process for ensuring
supply network partners. technology system availability during a
disaster, it’s unclear if the applicant’s
overall business continuity process
includes planning a consideration with
its workforce and key supply network
and partners.

OFI Comment: Item Ref.

Nugget (criteria It’s unclear if the applicant’s business continuity process includes workforce and supply
language): network partners. c(2)

146
OFI Comment: Item Ref.
Evidence (from the While the applicant has deployment a systematic process for ensuring technology system
application): availability during a disaster, it’s unclear if the applicant’s overall business continuity
process includes planning a consideration with its workforce and key supply network and
partners.
Relevance (key Including the applicant’s workforce and key supply network and business partners will
factor): establish a systematic process for business continuity planning that will help prepare the
various channels used to service the applicant’s customers (members) in the event of a
large-scale disaster.
Done!

Scoring:
Item Scoring Range: (i.e. 50-65; refer to page 34 70-85%
of the Baldrige Framework)
Item Overall Score: (i.e. 55; select an actual 75%
score in an increment of 5)
Notes: (you may want to use this space to include any rationale or explanation for
your proposed score)

147