Healthcare Progress Level Criteria For Performance Excellence
2021–2022HealthcareProgress Level Criteriafor PerformanceExcellenceEffective February 2021
Note from the CEO:Thank you for taking the time to consider applying for the Quality Texas FoundationProgress Level of Recognition (the five-page Organizational Profile and a thirty-five-pageapplication). Your next step is our State Award Level of Recognition (five-page OrganizationalProfile 50-page application). If this is probably your first entry with Quality Texas Foundation,welcome aboard.It is our sincere hope that the questions embedded in the five-page organizational profilewill cause your organization to evaluate exactly where you are, where you should be, and howyou can significantly improve by prioritization of your improvement steps. The BaldrigeFramework is used the world over 70 countries to make systematic improvements toorganizations. Proposed steps are shown below.1) Assign a minimum of seven personnel in your office to become InternalCoach/Examiners (preferably ten to twelve) trained with the Quality Texas Foundation(www.quality-texas.org/training for dates. This training is where QTF actually teaches theInternal Coach/Examiner how to help lead continuous improvement efforts in the organization,write the responses to the questions and discover the reasons behind the questions. You can justbegin writing if you like, but past information received from applicants indicate the InternalCoach/Examiner training was a major milestone in writing at any level.2) Write your responses and allow other people in your office to edit your work. Don’tfall in love with your first draft. This application to be really effective will undergo severaliterations with substantial improvements along the way. The application process will allow theorganization to ask very difficult questions and address organizational priorities.3) Revise multiple times and submit.4) We also have organizational writing seminars where we will help you accomplishorganizational improvements and complete the narrative for this level.If we here at the Quality Texas Foundation can be of assistance to you, please allow usthat opportunity. We offer coaching and training to help maximize your positive experience.Remember that the Baldrige Journey is never finished! Happy travels!Dr. Mac s.org
About the Baldrige Excellence FrameworkThe Baldrige Excellence Framework empowers your organization to reach its goals, improveresults, and become more competitive.Thousands of organizations around the world use the Baldrige Excellence Framework to improve and getsustainable results. Those recognized as national role models receive the Malcolm Baldrige NationalQuality Award, a Presidential award. At the Quality Texas Foundation, there have been 21 nationalrecipients and fifty-seven state award recipients.What can Baldrige do for my organization?Whether your organization is new, is growing, or has existed for many years, it faces daily and long-termchallenges. It also has strengths that have served you well so far. The Baldrige Excellence Frameworkhelps you identify and leverage your strengths and prepare to face your challenges. It helps you addressissues that are important to your organization: Understanding what it takes to be competitive or just continue organizational success andachieve long-term success in your environment Getting your leaders, managers, and workforce all on the same page Ensuring that your employees understand and can contribute to the drivers of yourorganization’s success Understanding, and meeting or exceeding, customer, patient/family, or student/familyrequirements and expectations Ensuring that your operations are efficient and lead to short- and long-term successAs a result, you will be better able to position your organization to succeed and accomplish yourmission—with a sense of greater clarity and with alignment among your leaders, employees, customers,and key partners.
Criteria for Performance Excellence. By answering the questions in the Criteria for PerformanceExcellence, you explore your strengths and your opportunities for improvement in seven critical aspectsof managing and performing as an organization (called categories):1. Leadership: How do you share your vision and lead your organization? How do you ensure goodgovernance?2. Strategy: How do you prepare for the future?3. Customers: How do you listen to, satisfy, and engage your customers?4. Measurement, analysis, and knowledge management: How do you use reliable data andinformation to make decisions?5. Workforce: How do you engage and empower your people?6. Operations: How do you ensure efficient and effective operations that deliver customer value?7. Results: How well are you doing?The linkages among these categories provide a systems perspective on your organization. Some of theselinkages are: the connections between your approaches in categories 1–6 and the results you achieve(category 7); (2) the connection between workforce planning and strategic planning; and (3) the need forcustomer and market knowledge in creating your strategy and action plans.Scoring guidelines. With Baldrige, just having stated processes or sets of results is not enough. You canassess the maturity of your responses based on four evaluation dimensions for the process categoriesand four for the results category.Processes are the methods your organization uses to accomplish its work. With the Baldrigeframework, you assess and improve your processes along four dimensions:1. Approach: How do you accomplish your organization’s work? How systematic and effectiveare your key approaches?2. Deployment: How consistently are your key approaches used in relevant parts of yourorganization?3. Learning: How well have you evaluated and improved your key approaches? How well haveimprovements been shared within your organization? Has new knowledge led to innovation?4. Integration: How well do your approaches reflect your current and future organizationalneeds? How well are processes and operations harmonized across your organization toachieve key organization-wide goals?Results are assessed along these four dimensions:1. Levels: What is your current performance on a meaningful measurement scale?2. Trends: Are the results improving, staying the same, or getting worse?3. Comparisons: How does your performance compare with that of competitors, or withbenchmarks or industry leaders?4. Integration: Are you tracking results that are important to your organization? Are you usingthe results in decision making?
As you respond to the Criteria questions and assess your responses against the scoring guidelines, youwill begin to identify strengths and gaps—first within the Criteria categories and then among them. Thecoordination of key processes, and feedback between your processes and your results, will lead to cyclesof improvement. As you continue to use the framework, you will learn more and more about yourorganization and begin to define the best ways to build on your strengths, close gaps, and innovate.
How do I get started?However, you plan use the Baldrige framework, the Baldrige community is there to help yourorganization learn, grow, and improve. See the following pages and visit https://www.qualitytexas.org to see the possibilities.The [Baldrige] Criteria help you link your strategy, your human capital process, yourleadership development process, and all of your core operations together and help themfocus on what your customers actually want.—Scott McIntyre, President and CEO, Managing Partner, Guidehouse (formerly BaldrigeAward recipient PricewaterhouseCoopers Public Sector Practice)How to Use the Baldrige Excellence FrameworkWhether your organization is large or small, you can use the Baldrige Excellence Framework forimprovement. Your experience with Baldrige will help you decide where to begin.The Quality Texas Foundation can help you assess your level of expertise and where yourjourney should begin. Please contact Lin Wrinkle-McGuire, COO, at linwrinkle@qualitytexas.org or Dr. Mac McGuire, CEO at drmac@quality-texas.org for more information.There are three different applications. Business/NFP is the most often used. Healthcare has ahealthcare version if the primary customers are patients and families. Education has aneducation version if the primary customers are students and families.If you are just learning about the Baldrige framework . . .Here are some ways to begin using the Baldrige framework to improve your organization.Step 1: Scan the questions in the Organizational Profile. Discussing the answers to these questions with yoursenior leadership team might be your first Baldrige self-assessment.Step 2: Study the 11 Baldrige core values and concepts. Consider how your organization measures up inrelation to the core values. Are there any improvements you should be making?Step 3: Review the criteria on the website for your particular industry (www.quality-texas.org).Step 4: Review the questions in the titles of the 17 Criteria for Performance Excellence items of theCommitment Level (normal starting point) to reach a basic understanding of the Criteria and yourorganization’s performance.Step 5: Contact QTF for additional information and how to learn more.
Step 6: Enroll in the Pre-Examiner Training with QTF. This training is specifically designed for those who arenew to the Baldrige process.Step 7: Enroll in the Internal Coach/Examiner Training with QTF.Step 8: Consider the Leadership, Strategic Planning, Writing Seminars, and Workforce EngagementTraining. This training has the potential to greatly accelerate your learning and development.Step 9: Attend the Quest for Excellence Conference, the Baldrige Fall Conference, or the Quality TexasFoundation Baldrige-based conference. These events highlight the role-model approaches of recipients of theBaldrige Award or Baldrige-based awards. These organizations have used the Baldrige framework to improveperformance, innovate, and achieve world-class results. Workshops on Baldrige self-assessment are oftenoffered in conjunction with these conferences.
Criteria for Performance ExcellenceItems and Point ValuesOrganizational ProfileP.1 Organizational DescriptionP.2 Organizational SituationCategories and Items Point ValuesPointsValue1201 Leadership1.1 Senior Leadership1.2 Governance and Societal Contributions70502 Strategy2.1 Strategy Development2.2 Strategy Implementation8545403 Customers3.1 Customer Expectations3.2 Customer Engagement8540454 Measurement, Analysis, and Knowledge Management4.1 Measurement, Analysis, and Improvement ofOrganizational Performance4.2 Information and Knowledge Management9045455 Workforce5.1 Workforce Environment5.2 Workforce Engagement8540456 Operations6.1 Work Processes6.2 Operational Effectiveness8545407 Results7.1 Health Care and Process Results7.2 Customer Results7.3 Workforce Results7.4 Leadership and Governance Results7.5 Financial, Market, and Strategy ResultsTOTAL POINTS450120808080901,000
Criteria for Performance ExcellenceBegin with the Organizational ProfileThe Organizational Profile is the most appropriate starting point for self-assessment and for writing anapplication. It is critically important for the following reasons: You can use it as an initial self-assessment. If you identify topics for which conflicting, little, or noinformation is available, use these topics for action planning. It sets the context for understanding your organization and how it operates and allows you to addressunique aspects of your organization in your responses to the Baldrige Criteria questions in categories1–7. Your responses to all other questions in the Criteria should relate to the organizational contextyou describe in this profile. It helps you identify gaps in key information about your organization and focus on key performancerequirements and results.Organizational ProfileThe Organizational Profile is a snapshot of your organization and its strategic environment.P.1 Organizational Description: What are your key organizational characteristics?a. Organizational Environment(1) HEALTH CARE SERVICE Offerings What are your main HEALTH CARE SERVICEofferings (see the note on the next page)? What is the relative importance of each to yoursuccess? What mechanisms do you use to deliver your HEALTH CARE SERVICES?(2) Mission, Vision, Values, and Culture What are your mission, vision, and values?Other than values, what are the characteristics of your organizational culture, if any? What areyour organization’s core competencies, and what is their relationship to your mission?(3) Workforce Profile What is your workforce profile? What recent changes have youexperienced in workforce composition or in your needs with regard to your workforce? Whatare: your workforce or employee groups and segments; the educational requirements for different employee groups and segments; the key drivers that engage them; your organized bargaining units (union representation), if any; and your special health and safety requirements, if any?(4) Assets What are your major facilities, equipment, technologies, and intellectual property?(5) Regulatory Environment What are your key applicable occupational health and safetyregulations; accreditation, certification, or registration requirements; industry standards; andenvironmental, financial, and HEALTH CARE SERVICE delivery regulations?
b. Organizational Relationships(1) Organizational Structure What are your organizational leadership structure andgovernance structure? What structures and mechanisms make up your organization’sleadership system? What are the reporting relationships among your governance board, seniorleaders, and parent organization, as appropriate?(2) Patient, Other CUSTOMERS and STAKEHOLDERS What are your KEY marketSEGMENTS, patient, and other CUSTOMER groups, and STAKEHOLDER groups, as appropriate?What are their KEY requirements and expe
The Baldrige Excellence Framework empowers your organization to reach its goals, improve results, and become more competitive. Thousands of organizations around the world use the Baldrige Excellence Framework to improve and get sustainable results. Those recognized as national role models receive the Malcolm Baldrige National Quality Award, a Presidential award. At the Quality Texas Foundation .
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