Rocky Mountain Performance Excellence

Rocky Mountain Performance Excellence Organizational Profile

P.1. Organizational Description

Incorporated in 2000 as a 501(c) (3) non-profit corporation, Rocky Mountain Performance Excellence (RMPEx) helps organizations improve performance and achieve results. It is one of over 30 similar state programs that exist throughout the U.S. The approach is based on the Baldrige criteria for Performance Excellence framework, a proven program that brings innovation and continuous improvement to an organization. RMPEx is the resource that guarantees tailored, low- cost, actionable, objective feedback and consultation to organizations throughout the Rocky Mountain Region. RMPEx serves its customers and the community through its core competencies of training and education, assessment and feedback, recognition and awards, and facilitation of networking and the sharing of best practices.

P.1.a. Organizational Environment

P.1.a (1). What are your organization’s main product offerings? What is the relative importance of each to your organization’s success? What mechanism do you use to deliver your products?

RMPEx products and services are categorized as being either CORE or SUPPORT (see detailed description in Table A). Assessment with feedback is our primary and core service. It is structured as a tiered offering of assessments designed to facilitate the performance excellence journey for applicants regardless of their maturity. All four tiers utilize the Baldrige framework and provide a written feedback report highlighting key themes, strengths, and opportunities for improvement.

To deliver assessment services to applicant organizations, RMPEx utilizes volunteer trained examiner teams to examine applications and compile feedback reports. Additionally, a panel of volunteer Judges review assessment results and determine award recipients.

Included in core offerings is applicant training required to deploy the program. Experience tells us organizations and individuals need to know the why as well as the how to adopt systematic performance improvement principles. Offerings are geared to help understand both. Education of individuals and organizations is provided to promote understanding, assessment, and implementation of the performance excellence principles embodied in the RMPEx Criteria.

Performance Excellence Incubator (PEI) is a new RMPEx product designed to accelerate organizational transformation through a series of workshops, interactive education, and online services. Senior leaders learn what is essential to create a management system blueprint. From there, senior leaders refine work systems based on need, identified through assessment and feedback from RMPEx and collaborative input from peers and mentors who are associated with PEI.

An annual Quest Event is held during which applicants are recognized for their progress through the tiered award program and volunteers are recognized for serving as examiners, judges, board and committee members. Collaborators are also recognized for their financial and in-kind contributions. Recognition and award events provide a venue for acknowledgement of the accomplishments and hard work that is required to be on the journey to performance excellence plus an opportunity to celebrate success, as well as recognize and inspire volunteers.

Best practices sharing and networking is facilitated to promote transfer and building of performance excellence knowledge assets throughout the Rocky Mountain Region.

of 11 CORE PRODUCTS & SERVICES RELATIVE DELIVERY MECHANISMS IMPORTANCE Peak Application Tier 4: Most Independent Review, Online Examination w/Site Visit comprehensive; direct Consensus, Site Visit, and Report & Feedback Report and linkage to Baldrige Writing & Delivery, Post Feedback two-hour Post Feedback Review Review

Timberline Application Tier 3: Independent Review, Online Examination w/Site Visit Assesses organizational Consensus, Site Visit, and Report & Feedback Report and approach, deployment, Writing & Delivery, Post Feedback two-hour Post Feedback learning & integration, Review Review provides pool

Foothills Application Tier 2: Independent Review, Online Examination w/Site Visit Assesses organizational Consensus, Site Visit, and Report & Feedback Report and approaches, provides Writing & Delivery, Post Feedback two-hour Post Feedback applicant pool Review Review

High Plains Application Tier 1: Independent Review, Online Examination w/Feedback Organizational profile, Consensus and Report Writing & Report and one-hour Post starts applicants on Delivery Feedback Review multi-year engagement

New and Returning Required to conduct Pre-work, independent review, Examiner Training examination of classroom training applicants Introductory Awareness Provides a starting On site training and application Workshop including High point applicants, development Plains sustainability

Application Writing Provides assistant to On site training and application Workshop beginning applicants development

Annual Quest for Formal recognition of Keynote Speakers, Awards Excellence Event applicants & volunteers Ceremony, Educational Break Outs, Marketing/promotion SUPPORT PRODUCTS & SERVICES RELATIVE DELIVERY MECHANISMS IMPORTANCE Performance Excellence Incubator Program Development of leaders Monthly workshops at Monfort and applicant pipeline Institute, LeaderLink website repository and chat room “Are We Making Progress” Assessment Measurement of Online w/ follow up consultation w/Interpretation progress to PE goals either in person or on site Baldrige Express Measurement of Online w/ follow up consultation Assessment progress to PE goals either in person or on site w/Interpretation

Scorebook Navigator Examiner and applicant Online and personal coaching from application-assistance support tool APD software

E-Learning Courses Convenient learning Online computer based training platform for knowledge Achievements in Outreach to potential Keynote speakers, Educational Excellence applicants, focus on break outs, Best Practice sharing specific sector Senior Leader Awareness Continuous learning by Keynote speakers, Best Practice Sessions leaders pursuing PE sharing

of 11 P.1.a (2). What are the distinctive characteristics of your organizational culture? What are your stated PURPOSE, VISION, VALUES, and MISSION? What are your organization’s core competencies and their relationship to your mission?

RMPEx is a volunteer-driven organization, which continually recruits knowledgeable individuals as examiners to participate in application examination teams, as judges for decision-making on award recipients, as members of RMPEx Board of Directors, and tactical and standing committee members. The volunteer experience positively impacts personal knowledge of performance excellence and increases professional credibility and influence. Additionally, the volunteer experience provides an opportunity to be passionate about something you believe in and make a difference in your state or region.

Purpose Rocky Mountain Performance Excellence exists to help organizations learn to objectively and precisely measure and improve performance to achieve better results. It serves all Rocky Mountain Region organizations regardless of size, type, or economic sector. Organizations and individuals who participate in the RMPEx community increase productivity, satisfy employees and customers, and realize improved results for both customers and stakeholders.

Vision The RMPEx community creates a culture of excellence that is pervasive throughout the Rocky Mountain Region.

Values RMPEx adopted the Baldrige Core Values:

 Visionary leadership  Customer-driven excellence  Organizational and personal learning  Valuing workforce members and partners  Agility  Focus on the future  Managing for innovation  Management by fact  Societal responsibility  Focus on results and creating value  Systems perspective

Mission. We serve the people of the Rocky Mountain Region by cultivating performance excellence that generates outstanding results. We fulfill this promise through our core competencies:

 Training and education  Assessment and feedback  Recognition and awards  Networking and sharing of best practices

P.1.a (3). What is your WORKFORCE profile? What are your WORKFORCE or employee groups and SEGMENTS? What are their education levels? What are the KEY elements that engage them in accomplishing your mission and vision? What are your organization’s WORKFORCE and job DIVERSITY, organized bargaining units, KEY workforce benefits, and special health and safety requirements?

of 11 RMPEx relies on volunteers and part-time consultants to perform the work of the organization. Paid consultants include an Executive Director (ED), an Award Program Director (APD), and an Administrative Assistant. Volunteer segments include examiners (80-120), judges (6-8), board members (18-22), and committee members (10-15). They represent nearly every public and private sector in the Rocky Mountain Region, with experiential knowledge ranging from front-line staff to executive-level professionals. Volunteer committees perform work with support and coordination from the ED, APD, and Board Chair. The educational level of the volunteer workforce and paid consultants ranges from bachelors degree to PhD. The Board member educational profile is bachelors degree (5%), masters degree (75%), PhD (15%), and two Board members with dual degrees (5%).

The key elements that engage the workforce include a strong belief in the Baldrige process and a passion for performance excellence, including other continuous improvement programs such as Lean, ISO 9000 and Six-Sigma.

The key requirements and expectations of the RMPEx workforce, as determined from response to surveys, are as follows: 1. learning and development, 2. personal and professional networking, 3. opportunity to contribute to progress toward performance excellence in the Rocky Mountain Region.

All organizational segments including education, government, healthcare, manufacturing, non-profit, services, and small business are represented in the RMPEx workforce. The workforce is equally divided between the genders, and mirrors the diversity in the community.

Contract consultants such as the ED, APD and AA are paid at an hourly rate plus expenses with an opportunity for additional compensation in the form of a periodic bonus. There is no union representation and no health benefits are offered to consultants. RMPEx rents office space at a reduced rate from a sponsoring organization and operates in a standard office environment with posted OSHA requirements. Office security is maintained via a locked door with an access code that is changed at least every six weeks.

P.1.a (4). What are your major facilities, technologies, and equipment?

RMPEx technology includes its website (www.rmpex.org), web conferencing, Zoomerang survey capability, Baldrige Express, Scorecard Navigator and e-Learning courses. Paid consultants have laptop computers. In-kind sponsors may donate equipment, meeting space, consumables, copying and printing, and volunteer labor to support other key activities, such as materials production and training. RMPEx rents physical office space as indicated above, which includes access to training and conference rooms.

P.1.a (5). What is the regulatory environment under which your organization operates? What are the applicable occupational health and safety regulations; accreditation, certification, or registration requirements; industry standards; and environmental, financial, and product regulations?

RMPEx is regulated by the Internal Revenue Service 501(c)(3) non-profit corporations, and the non profit requirements of the state of Colorado where it is domiciled.

P.1.b. Organizational Relationships

P.1.b (1). What are your organizational structure and GOVERNANCE system? What are the reporting relationships among your GOVERNANCE board, SENIOR LEADERS, and your parent organization, as appropriate?

of 11 RMPEx, founded originally as Colorado Performance Excellence in 2000, is governed by 501(c)(3) non-profit regulations. Rocky Mountain Performance Excellence (RMPEx) has been added as a trade name and operates under the same legal structure. The Board of Directors (BOD) acts as the policy and direction setting body. The BOD meets quarterly to review the organization’s progress to the strategic plan, consider committee proposals, set direction, and make decisions. The Leadership Committee, made up of Officers, Consultants, and Committee Chairs meet monthly to review financial performance, address routine decisions, create agendas, and check progress of key projects. Officers include the Chair, Vice Chair, Treasurer, and Secretary. (See Appendix P.1, RMPEx Operational Structure)

A part-time consultant serves as Executive Director (ED), reporting to the Board of Directors, is responsible for working closely with the Board Chair and the Board of Directors to fulfill its governance function. The consulting ED is ultimately responsible for the operation of all programs, the management of fiscal resources, the supervision of all staff, and for overseeing the delivery of RMPEx products and services to the community.

A paid part-time Awards Program Director (APD) reports to the Executive Director and is responsible for the effective planning and deployment of the organization’s core services. A part-time Administrative Assistant also reporting to the ED provides support to the ED, APD, and Board Chair, as required.

Officers serve for 2-year terms and Board members serve for 3-year terms and can petition the Board for renewal. There are no term limits. The Board meets quarterly, with the fall session dedicated to a short- and long-term strategic planning process where goals are set and action plans are developed. These action plans are monitored during the quarterly Board meetings with adjustments made as necessary to ensure that targets and goals are met. The Board also approves budgets, marketing plans, and business plans. RMPEx is a privately funded organization not affiliated with any governmental or other organization.

P.1.b (2). Customers and Stakeholders: What are your KEY market SEGMENTS, CUSTOMER groups and STAKEHOLDER groups, as appropriate? What are their KEY requirements and expectations for your products and CUSTOMER support services and operations? What are the differences in these requirements and expectations among KEY market SEGMENTS, CUSTOMER groups and STAKEHOLDER groups?

The expansion into the Rocky Mountain Region extends service territory for RMPEx, but the products and services provided to Montana and Wyoming will be the same as those that have been offered to Colorado over the past 10 years. Regardless of geographic location, RMPEx has defined its target within each customer group as the senior leader of a 50+-person organization in a positive cash flow position that is growing or declining slowly or is in rapid growth. They may already be using a systematic approach to management or have previous experience with continuous improvement and are looking for options. RMPEx welcomes organizations engaged in Lean, Six-Sigma, ISO 9000, Zero Defects or any other approach that focus on doing work right the first time, unlocking the full potential of the workforce aimed at achieving financial sustainability, with increased employee engagement and excellent customer satisfaction.

RMPEx’s key market segments are applicants, sponsors, and event attendees. Key customer groups have been defined as education, business, health care, manufacturing, nonprofit, government/military, service and small business. Finally, key stakeholders include volunteers, policy makers and the citizens of CO, MT, and WY. The following table outlines the key requirements, customer support services and operation, and differentiators for each segment and group.

KEY MARKET SEGMENTS Key Requirements Customer Support Differentiators Services & Operations

of 11 Applicants Accurate assessment Training (intro, application Measurable with actionable writing, examiner), post- improvement of feedback report evaluation debrief with organizational specific feedback on OFIs results Sponsors Periodic updates to Reduced fees for RMPEx True partnership -Applicant stay apprised of products and services, that provides -Non Applicant RMPEx activities participation in focus benefit to both groups to assist RMPEx in parties product development Event attendee Engaged and inspired Relevant topics, Learn about -Annual Quest to either start or knowledgeable presenters, actionable tools and -Achievements in Excellence continue the journey adequate notification of techniques -Senior Leader Awareness to performance event dates, geographic excellence convenience to attend events KEY CUSTOMER GROUPS Key Requirements Customer Support Differentiators Services & Operations Education Understanding of the Feedback and best Student retention & education sector and practices related to learning outcomes practices education issues Health Care Understanding of the Feedback and best Healthcare healthcare industry practices related to outcomes, safety, and practices healthcare issues cost management Manufacturing Clear ROI for resources Accelerated organizational Profit, market applied transformation, timely and share, customer effective feedback satisfaction Nonprofit Understanding of Performance excellence Scalability of nonprofit sector education and practical criteria, operational drivers application in a mission reserves, mission based organization. impact Government/Military Understanding of Translation of business Regulation, public government policies criteria into government process, tax & fee and constraints application in feedback and based funding best practices sources Service Understanding of Translation of No product service sector manufacturing criteria into foundation, operational models service best practices customer service Small Business Ability to apply Translation of criteria into Scalability of complex systems on a strategic advantages where criteria, market small, practical scale resources are limited. share, profit KEY STAKEHOLDER GROUPS Key Requirements Customer Support Differentiators Services & Operations Volunteers Recognition Policy Makers Value for government Advantage of investment Election driven entity, i.e. city, county, for long- term sustainability leadership, special state during a term in office interest influence Citizens of State in Rocky Value for products & Measureable results from Excellent customer Mountain Region services key community satisfaction organizations

P.1.b (3). Suppliers and Partners: What are your KEY types of suppliers, PARTNERS, and COLLABORATORS? What role do these suppliers, PARTNERS, and COLLABORATORS, play in your WORK SYSTEMS and the production and delivery of your KEY products and CUSTOMER support services? What are your KEY mechanisms for communicating and managing relationships with of suppliers, PARTNERS, and COLLABORATORS ? What role, if any, do these organizations play in your organizational INNOVATION PROCESSES? What are your KEY supply chain requirements?

of 11 Suppliers, partners and collaborators are critical to the accomplishment of the RMPEx mission. Partners facilitate and support RMPEx programs in multiple ways.

RMPEx utilizes key suppliers to support video production, website development, graphic design, public relations, auditing, fundraising, and printing. These suppliers support the market outreach and communication strategies of RMPEx by developing messages that are clear and succinct yet provide sufficient detail for customers to understand our products and services.

A key partner is the Monfort Institute, a part of the Monfort College of Business at the University of Northern Colorado, a 2004 Baldrige recipient. The Monfort Institute has launched the Performance Excellence Incubator as a co-branded product with RMPEx. Patterned after a new business incubator, this program targets small and midsize companies to provide a faster and easier way to transform organizations to high performance and to provide a pipeline of potential applicants for RMPEx. This innovative program is an essential component of the RMPEx short- and longer-term strategic plan to increase the number of applicants.

RMPEx partners with other performance excellence organizations, including the Baldrige Performance Excellence program and the Alliance for Performance Excellence, a network of over 30 state and local Baldrige based organizations. The Baldrige Performance Excellence program provides fundamental assessment & feedback process definition, the foundation for RMPEx criteria. Associated training materials, expertise and marketing support via their events and social media outreach such as Facebook, Twitter, and blogs are also utilized. The Alliance for Performance Excellence provides peer support, access to the Scorecard Navigator software, and a forum for the sharing of best practices to enhance state programs.

Collaborators provide a variety of support services with the primary emphasis being promotional activities for RMPEx events. Collaborators include, but are not limited to, Chambers of Commerce (event promotion); American Society for Quality (event promotion and monetary donations); Manufacturing and Technology Agencies/Manufacturing Extension Partnerships (event sponsorships and promotion); ICOSA Magazine (articles on performance excellence, radio program access, and free advertising); Better Business Bureaus, and state Workforce Centers (applicants and event promotion).

Supply chain requirements focus on clear communication, accuracy, timeliness, cost value, competency, and ethical conduct.

P.2. Organizational Situation: What is your organization’s strategic situation?

P.2.a. Competitive Environment

P.2.a (1). Competitive Position: What is your competitive position? What are your relative size and growth in your industry or your markets served? What are the numbers and types of competitors for your organization?

RMPEx experiences competition from other performance improvement programs such as Lean, ISO, Six Sigma, Industry Certifications, Consultants, and the National Baldrige program. When organizations are approached, they often respond with “We already have this” or “We have no time or resources.” It is important to be able describe how RMPEx is unlike other approaches.

Unlike Lean, ISO & Six Sigma, RMPEx takes a broad, comprehensive approach that integrates all organizational aspects. The RMPEx framework includes and does not compete with Lean, ISO or Six Sigma. Unlike the Baldrige Performance Excellence program, RMPEx is more than an award program. We partner by providing local contacts and access, training, always include a site visit and follow- up

of 11 consultation, and all for a lower cost. We immerse organizations into the RMPEx community. Unlike large & expensive consulting firms, RMPEx provides diverse industry perspectives, leading to breakthrough innovation and lower costs. Instead of relying on one consultant’s view, a leader is engaged in a network that provides benchmarking and networking with many world-class organizations. The result is bench strength within an organization that can be drawn upon whenever needed. Unlike Sector/Industry Specific Certification Programs, RMPEx goes beyond compliance to basic industry requirements and helps to transform an organization for even higher performance by connecting the dots into an integrated management system.

RMPEx competes for funding and volunteers with other non-profits. The exact number of volunteers or funding that is lost to competitors is difficult to determine and has not been quantified.

P.2.a (2). Competitiveness Changes: What are any KEY changes taking place that affect your competitive situation, including opportunities for INNOVATION and collaboration, as appropriate?

In late 2010, economic indicators suggest that the worst of the historic recession is behind us. However, unemployment is expected to remain high at about 9%. More hiring will begin to address the substantial backlog of unemployed workers, but it may be 2014 until the unemployment rate is back to 4-5%.

Organizations are turning their attention from surviving to pursuing top-line growth and maintaining their lean cost base through a focus on greater operating efficiencies. New tax incentives for business, including the ability to fully depreciate capital investments in the next year, will significantly stimulate long-overdue investments in capital equipment and infrastructure. Organizations that have been hoarding cash are expected to make more significant training investments in 2011, re-tooling and retaining their employees for using new technologies and approaches that deliver higher productivity and job effectiveness.

The main competitive factor for service offerings is the differentiation of the comprehensive, systems perspective and organization-specific feedback that the RMPEx criteria framework represents. The introduction of the PEI program provides an accelerated approach to overall organizational improvement.

In-house programs conducted by educational certification organizations such as North Central Accreditation, senior care facilities, the military, and others are keeping those organizations from going through the Baldrige-based organizations process.

P.2.a (3). Comparative Data: What are your KEY available sources of comparative and competitive data from within your industry? What are your KEY available sources of comparative data for outside your industry? What limitations, if any, affect your ability to obtain these data?

RMPEx is a member of the Alliance for Performance Excellence, an organization of over 30 similar state programs that promote the use of the Baldrige Criteria. A shared website offers opportunities to network with other programs, share processes and data, and access lessons learned. Each member of the Alliance reports metrics and comparative data that are shared. RMPEx benchmarks processes of well-run state programs in New Mexico, Minnesota, Florida, Ohio, Texas and Illinois to flatten our learning curve and avoid potential pitfalls. The Alliance members meet quarterly to establish common approaches and share lessons learned. In addition, RMPEx has access to available information from organizations that support non-profits such as the Colorado Association of Non- Profit Organizations (CANPO), GuideStar, and BoardSource.

Non-industry comparisons are sought out for various improvements including website design, establishing goals for operating reserves, and process documentation templates. The 2010 Colorado Nonprofit Salary Survey was recently purchased to determine titles, reporting structure, and compensation for new consulting roles discussed during strategic planning.

of 11 P.2.b. Strategic Context: What are your KEY business, operational, societal responsibility and human resource STRATEGIC CHALLENGES and advantages?

STRATEGIC CHALLENGES  Business: Geographic diversity of the Rocky Mountain Region, preponderance of small businesses and relatively few large corporations (and fewer headquarters), lack of involvement of major corporations in Rocky Mountain Region, insufficient penetration of RMPEx into manufacturing sector, and minimal participation by public schools and universities. Inability to obtain the support of Rocky Mountain state governors to date.  Operational: The availability of funding and popularity of Six Sigma, Lean, and ISO as improvement methodologies and how these are replacements for RMPEx. Perceived vs. actual value of educational offerings and assessment and feedback process, growth of the RMPEx program and its impact on the organization’s ability to meet its mission.  Societal Responsibility: Unknown impact of regulatory requirements of operating in Montana and Wyoming and clear understanding of risk scenarios and remedies that may emerge as a result of the multi-state expansion.  Human Resource: Reliance on key consulting positions of ED and APD in many areas, reliance on volunteer base and the ability to recruit and retain, competency of examiner/judge candidates, and representation and inclusiveness of Rocky Mountain Region’s diverse population in volunteer ranks (including Networks/Best Practices, Board, category teams, and others) and participant organizations (sponsors, applicants, and others), and the number of volunteers for the key role of examiner.

STRATEGIC ADVANTAGES:  Business: Introduction of the PEI will introduce RMPEx processes to new organizations through their senior leaders, increasing the likelihood of maintaining and regenerating a pool of RMPEx applicants.  Operational: Expansion to the Wyoming and Montana must begin by recruiting examiners from high potential organizations. Once a foundation of trained examiners is established, further expansion will occur through core application programs. Relationships will be established with key alliances, after which other products such as the Performance Excellence Incubator Program, Baldrige Express, and E-Learning Courses will be introduced.  Societal Responsibility: Experience of past 10 years in Colorado reduces unknowns in regulatory situation in other Rocky Mountain states. Development of an RMPEx Business Plan that includes a risk assessment and exit strategy should mitigate impact of unplanned externalities.  Human Resource: Maintaining a lean staff with high dependency on a volunteer workforce keeps costs down. Addition of part time Administrative Support will free up the ED and APD to focus more on promoting and operating core programs.

P.2.c. Performance Improvement System: What are the KEY elements of your PERFORMANCE improvement system, including your evaluation, organizational LEARNING, and INNOVATION PROCESSES?

In 2010, the RMPEx Board of Directors approved the use of PDCA as the common tool for continuous improvement. The tool has not yet been fully deployed by RMPEx. Since its inception, RMPEx has utilized the Baldrige/RMPEx Criteria to define operational processes and applies its framework of systematic improvement (approach, deployment, results, and learning).

For the past 3 years, RMPEx has issued the Baldrige Express assessment to its Board members and key volunteers and stakeholders. Prior to that the Baldrige Are We Making Progress assessment was conducted with the Board, Examiners, and other stakeholders on a yearly basis. Scores and narrative feedback have been analyzed and used to evaluate progress and identify improvement needs. Learning is integrated into strategic planning objectives, tactics and projects along with key

of 11 performance indicators designed to close performance gaps. RMPEx also uses online surveys to collect feedback and utilize from applicants, examiners, and sponsors.

of 11 CLARIFYING QUESTIONS AND ANSWERS

CQ1 How do you develop the program’s strategies? An annual workshop with the Board of Directors and other stakeholders is conducted to develop the strategic focus for the next 2-3 years. Each strategic objective has a performance indicator along with a number of tactics that are aimed at improving performance of the indicator. The Strategic Objectives for 2011 are Financial Sustainability, Volunteer Engagement, Applicant Satisfaction, Funder & Collaborator Satisfaction, and Effectiveness.

CQ2 How do you measure, analyze, and then improve organizational performance? RMPEx utilizes a Strategic Planning Scorecard and measures progress to goals on a quarterly basis. Where indicators are not performing to plan, the Leadership Committee determines appropriate action to take and identifies lessons learned for future planning.

CQ3 How do you design, manage, and improve your work systems? (and processes) A Master Document List has been developed and posted to the Board Work Page on the RMPEx Website. A document template is used to create standardized documents that define work systems and key processes. Periodic reviews are scheduled to assess the effectiveness and efficiency of each document.

Results 2002 2003 2004 2005 2006 2007 2008 2009 2010 Number of 1 14 14 17 21 13 14 12 16 applications Number of Peak 0 2 2 2 5 4 4 2 7 Applications Number Examiners 13 47 60 75 85 85 85 85 85 Trained Number 1st Year 10 26 35 42 37 53 39 35 20 Examiners Trained Number of >2-Year 3 21 25 33 48 32 46 50 65 Examiners Trained

Appendix P.1, RMPEx Operational Structure