2012
EXAMINER TRAINING
Introduction to Evaluating a Baldrige
Application
Presented by
The Granite State Quality Council
and
The Northern New England Alliance for Excellence
1
Agenda
• Stages of a Baldrige Evaluation
• The Evaluation Process
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–
–
–
Before you begin
Key Factors
Key Themes
Evaluating each Item
• Process Item Demonstration
• Results Item Demonstration
• Review of the Assignment
2
What is a Baldrige Application?
• A structured response to the questions posed by
the Criteria
– May be for internal use or for state/national award
• Contains:
–
–
–
–
Eligibility forms
Glossary of Terms
Organizational Profile (5 pages)
Categories 1-7 (50 pages)
3
The Role of a Baldrige Examiner
• Provide objective feedback on Strengths
and Opportunities for Improvement
(OFIs)
– First pass is based solely on the Application
– A Site Visit may follow to verify and clarify
feedback from Application
4
The Goal of an Application
Evaluation
• Unbiased feedback on Strengths and
Opportunities For Improvement (OFIs)
• Baldrige feedback is
–
–
–
–
Non-prescriptive
Non-judgmental
Grounded in the Criteria & Core Values
Weighted on the Organization’s Profile
• Feedback may be used to determine award level
5
The Baldrige Application Evaluation Process
- Stages
Site Visit
Comments
Consensus
Comments
Stage 3
Stage 2
Independent
Observations
Stage 1
6
Goal: Value Added
Feedback
To the Applicant
Application Evaluation
Process
7
8
9
The Application Evaluation Process –
Independent Observations
Check for
Conflict
of Interest
Evaluate Each Criteria Item
Assemble
Materials
and Read
Application
Finalize
Key Themes
Observations
Draft
Initial
Key Factors
Draft Initial
Key Themes
Observations
Complete
Checklist and
Assemble
Scorebook
10
Contents of a Baldrige Application Case Study:
Tillingate Living
• Eligibility Information
– Pages i – x
• Additional Information
– Org Charts, Glossary/Abbreviations (pages xi – xv)
• Responses to Baldrige Criteria Questions
– Preface: Organizational Profile (pages xvi – xx)
– Categories 1 – 7 (pages 1-50)
11
The Application Evaluation Process
Check for
Conflict
of Interest
Evaluate Each Criteria Item
Assemble
Materials
and Read
Application
Finalize
Key Themes
Observations
Draft
Initial
Key Factors
Draft Initial
Key Themes
Observations
Complete
Checklist and
Assemble
Scorebook
12
What you will use to Evaluate the Application
Application
Criteria
On-line
Worksheets
No independent research
or contact with Applicant
13
What you will use to
Evaluate the Application
14
On-line
Worksheets
The Narrative Application Evaluation Process
Check for
Conflict
of Interest
Evaluate Each Criteria Item
Assemble
Materials
and Read
Application
Finalize
Key Themes
Observations
Draft
Initial
Key Factors
Draft Initial
Key Themes
Observations
Complete
Checklist and
Assemble
Scorebook
15
Key Factors
• What are they?
– Significant attributes of an organization
– that influence the way the organization operates
• Where do they come from?
– The Organizational Profile
– Criteria Items
– Eligibility Forms
• Guidelines
–
–
–
–
–
Group under the five Areas to Address in the Organizational Profile
Write in phrases rather than complete sentences
Numbered list (for use in rest of analysis)
Revise throughout the evaluation process
Limit to 1–3 pages in length
16
How to Identify Key Factors
Answers to “What” questions
from the Organizational Profile
Org Profile
Criteria Items
Key Factors
17
No Evaluation of
Key Factors
Key Factors: Example
• Key Factors:
• Not Key Factors:
– Mission, vision, and
values
– Employee/staff profile
– Customer and market
segments and customer
requirements
– Competitive position and
critical success factors
– Strategic challenges
– Governance
Answers
“What” -structure
facts or
attributes that affect the way
the organization operates
18
– Strategic planning
approach
– Complaint management
process
– Rewards and Recognition
System
– Methods to promote and
ensure ethical behavior
Answers “How” processes that the applicant
uses in managing its work
Criteria Page 4
Case Study page xvi
19
20
The Key Factors Worksheet
Key Factors: a bulleted list of Applicant
responses to questions in the
Organizational Profile.
Key Factors Worksheet
P.1a Organizational Environment
•
For-profit, privately held organization/Care Model - For-profit, privately held organization
providing assisted living and skilled nursing care in 23 facilities located in Pennsylvania,
Kentucky, Tennessee, and Virginia whose facilities are known for a sense of societal
responsibility. Care model is centered on advancing seniors’ independence and quality of life
utilizing the Aging Actively Consortium's (AAC’s) dimensions of wellness: emotional,
intellectual/cognitive, physical, spiritual, social, professional/vocational, and environmental.
•
Mission, Vision, Values Mission (Figure P.1-2): Provide ageless care and timeless living to individuals in a homelike
environment that supports their lifestyles and need for care with dignity and respect
Vision (Figure P.1-2): Be among the top 10% of skilled nursing facilities (SNFs) and assisted
living facilities (ALFs) and be a top choice for care
Values (Figure P.1-2): Agility, Patience, Empathy, and Excellence (APEX)
•
Core Competencies (Figure P.1-2) •Designing, innovating, and managing facilities to support various lifestyles and deliver
excellent clinical outcomes
•Developing clinical and service competencies for a caring and exceptional staff
•Designing and delivering rehabilitation services to support residents’ activities of daily living
•Creating an educational environment to support a sense of mastery for residents
21
The Narrative Application Evaluation Process
Check for
Conflict
of Interest
Evaluate Each Criteria Item
Assemble
Materials
and Read
Application
Draft
Initial
Key Factors
Finalize
Key Themes
Observations
Draft Initial
Key Themes
Observations
Complete
Checklist and
Assemble
Scorebook
22
What are Key Themes?
A Summary of Key Points found in the Evaluation
Key Theme: A high-level strength or opportunity for
improvement that
–
–
–
–
Is common (cross-cutting) to more than one Item/Category and/or
Is significant in terms of the applicant’s key factors and/or
Addresses a Core Value of the Criteria
Must be traceable to comments found in the Item Worksheets
As a whole Key Themes:
–
–
Summarize how well an applicant has addressed the Criteria
requirements, Key Factors, and Core Values
Serve as an Executive Summary
Importance:
–
–
–
Key Themes are usually the first and sometimes the only part of the
feedback report read by senior leaders
Used by examiners to focus site visit
Used by judges to get a “big picture” of the Applicant
23
Organization of the Key Themes Worksheet
A. What are the most important strengths or
outstanding practices found in Process Items?
B. What are the most significant opportunities,
concerns, or vulnerabilities identified in Process
Items?
C. what are the most significant strengths found in its
response to Results Items?
D. What are the most significant opportunities,
vulnerabilities, and/or gaps found in the Results
Items?
24
Steps in Developing Independent Key Themes
1. Read application & capture initial
impressions.
2. Evaluate application at the Item-level.
3. Key Themes developed at Consensus
– Refined after Site Visit
25
Agenda Review
 Stages of a Baldrige Evaluation
 The Evaluation Process
 Before you begin
 Key Factors
 Key Themes
 Evaluating each Item
• Process Item Demonstration
• Results Item Demonstration
• Review of the Assignment
26
Baldrige National Quality Program
Developing Independent
Review Observations
Process Item Demo
27
The Application Evaluation Process
Check for
Conflict
of Interest
Evaluate Each Criteria Item
Assemble
Materials
and Read
Application
Draft
Initial
Key Factors
Finalize
Key Themes
Observations
Draft Initial
Key Themes
Observations
Complete
Checklist and
Assemble
Scorebook
28
Evaluate Each Criteria Item
Read Criteria
Requirements
Determine
4-6 Key Factors
Develop ~6 Strengths Write 2 Feedback
and OFI’s and
Ready Comments
Supporting Evidence
29
Read Applicant's
Response
Determine
Score
Step 1: Read Criteria Requirements
30
Item 5.1 Requirements
Support Info:
• Notes
• Category & Item
Description
• Page 42
Page 18 in Criteria Booklet
31
Step 2: Key Factors
32
Item 5.1 Independent Review Worksheet – Key Factors
From Key Factors Worksheet – Handout
P.1a Organizational Environment
P.1b Organizational Relationships
What 4-6 Key Factors do we most expect to be
addressed by this Item?
P.2a Competitive Environment
(or – which Key Factors do you most want to keep in mind as you
evaluate this Item)
P.2b Strategic Context
P.2c Performance Improvement System
4-6 Key Factors are requested at the top of every Item Worksheet
All Key Factors
Item Requirements
Item Key Factors
33
Item 5.1 Independent Review Worksheet – Key Factors
4-6 Key Factors are requested at the top of every Item Worksheet
34
Step 3: Read Application Item Response
Categories 1-6
Demonstrate
Processes
“HOW?”
35
Read through the Item: Example - Item 5.1a(1)
What does the Criteria ask?
How does the Applicant respond?
Case Study: Page 22 & 23
36
Page 62 in Criteria Book
Definition – PROCESS
•
•
•
Linked activities with the purpose of producing a
product or service for a customer (user) within or
outside the organization
Involves combinations of people, machines, tools,
techniques, materials, and improvements in a defined
series of steps
Service situations - used more generally
–
•
May spell out what must be done including a preferred or
expected sequence
Knowledge work (e.g., strategic planning, research,
development, and analysis)
–
–
does not always imply formal sequences of steps
implies understandings regarding competent performance, such as
timing, options to be included, evaluation, and reporting.
37
Analyzing a Process Item
The purpose of Process Items is to permit
diagnosis of an organization’s most
important processes —
the ones that contribute most to
organizational performance
improvement and contribute to key
outcomes or performance results.
38
KEY
Processes
Read through the Item: Example - Item 5.1a(1)
What does the Criteria ask?
What Processes can you identify in 5.1a(1)?
How does the Applicant respond?
Case Study: Page 22 & 23
39
Step 4: Develop Around 6 Total Strengths
and OFI’s and Supporting Evidence
40
Developing Strengths and OFIs
• Strengths
– Practices/processes or results to be
reinforced & build upon
• Opportunity for Improvement
– Potential gaps, blind spots & vulnerabilities
• Categories 1-6 reflect Processes
• Category 7 reflects Results
41
First Pass: Focus on identifying…
Main Idea
Supporting Evidence
A-D-L-I
Strengths
Relationship with
Key Factors
Relationship with
Criteria
42
Gaps and OFIs
43
From our Example - Item 5.1a(1)
44
Example OFIs from - Item 5.1
45
Evaluating a Process Item
• Processes include
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Approach (A)
Deployment (D)
Learning (L)
Integration (I)
• A-D-L-I is a tool to help in application
evaluation and scoring
• A-D-L-I is the P-D-S-A of High Performing
Organizations
46
Approach
• The methods and processes used by an organization to
accomplish its work
• HOW an organization addresses the item requirements
• Approach considers…
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–
–
–
Appropriateness for organization
Effectiveness
Alignment with the organization’s needs
Appropriate review and improvement
• Approaches are systematic if they
–
–
–
–
Are well ordered
Are repeatable
Use data and information so learning is possible
Build in the opportunity for evaluation, improvement, and sharing
thereby permitting a gain in maturity
47
Deployment
• Refers to the EXTENT to which an organization’s
approach is applied
• The breadth and depth of the approach to relevant
work units throughout the organization
• Implementation on steroids…
Is the approach
deployed from the
President to the janitor?
48
Deployment
Deployment is process specific. Appropriate deployment
varies from item to item
Examples:
• Category 1 – Leadership Processes
– Deployed to workforce segments, stakeholders, other key
processes
• Category 3 – Customer Processes
– Deployed to customer segments, work force segments
• Category 5 – Workforce Processes
– Deployed to workforce segments, locations, departments
49
Learning:
Organizational and Personal
• New knowledge or skills acquired through evaluation,
study, experience, and innovation.
• Criteria looks for both personal and organizational learning
• There are three dimensions of organizational learning:
–
–
–
Continuous improvement of existing processes
Innovation leading to breakthrough changes
Knowledge sharing of such improvements and innovations
50
Integration
• The harmonization of plans, processes, information,
resource decisions, actions, results, and analysis to
support key organization-wide goals.
– Begins with alignment
– Culminates in interconnectivity
• Integration asks:
– How well do the individual components of a system
operate as a fully interconnected unit?
– How well is the approach aligned with the applicant’s
organizational needs?
– How well is the approach integrated with these needs?
51
Indicating A-D-L-I
A-D-L-I
52
Identifying Process
Strengths & OFIs
1. Criteria
– Strength?
– Gap?
2. Key Factors
– Importance & Appropriateness
3. A-D-L-I
– Specifics
53
Step 5: Write 2 Feedback Ready
Comments
54
Feedback Ready Comments
• Turns Strength/OFI & Evidence into
feedback the applicant understands
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–
–
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Polite, Professional, Positive
Not: Judgmental or Prescriptive
Concise, one message per comment
Indicates
• Criteria-based strength or potential OFI
• Potential significance of strength/OFI
55
Creating a Feedback Ready Comment: Strength
2,4,5,6 Systematic
integrated approach
to employee health
& safety
- Exec Director of each facility = risk
management/safety officer, serve on system
wide Safety Committee
- Review all facility/system health safety,
security policies & procedures
- Meet monthly to review key measures;
APEX Goals
- Integrated with daily rounds with
Collaborative Care Teams
- Use of Data to drive improvements
b(1)
b(1) A variety of methods and associated goals (Figure 5.1-2) help ensure workplace
health, safety, and security. These methods include a system-wide Safety Committee that
meets monthly to review progress toward goals, unexpected events, and best practices.
Daily rounding by Collaborative Care Teams helps identify potential safety hazards.
56
Creating a Feedback Ready Comment: OFI
1,2,3, 4,
6
Approaches to
management of
workforce
capability/capacity & to
maintain a safe, secure
& supportive work
climate do not address
all segments of
workforce
- Little discussion of physicians, volunteers, students
a,b
- -Unclear if security is an issue at some of the locations
(e.g. SLFs)
- Approach for capacity planning is somewhat unclear –
they just post the positions and move people around?
a, b It is unclear how the applicant manages volunteers, physicians, and students to
fully support its work. For example, it is unclear how volunteers are trained and
managed and how approaches are deployed to precepted students and credentialed
physicians. Approaches for managing these workforce groups may help the
applicant deliver high quality care and services and maintain a safe, secure
environment.
57
b(1) A variety of methods and associated goals (Figure 5.1-2) help ensure
workplace health, safety, and security. These methods include a system-wide
Safety Committee that meets monthly to review progress toward goals,
unexpected events, and best practices. Daily rounding by Collaborative Care
Teams helps identify potential safety hazards.
Polite?
Professional?
Positive?
Nugget: Key point based on Criteria
Judgmental
Examples for clarity & context
Indicates Relevance to
this applicant
58
Prescriptive
a, b It is unclear how the applicant manages volunteers, physicians, and students
to fully support its work. For example, it is unclear how volunteers are trained
and managed and how approaches are deployed to precepted students and
credentialed physicians. Approaches for managing these workforce groups may
help the applicant deliver high quality care and services and maintain a safe,
secure environment.’
Polite?
Nugget: Key point based on Criteria
Professional?
Examples for clarity & context
Positive?
Indicates Relevance to
this applicant
59
Judgmental
Prescriptive
Step 6: Scoring
60
Scoring a Process Item
• Two components
– A-D-L-I
– Level of Response to Item
Requirements
61
Baldrige Scoring:
Reflects Organization’s Maturity in the Journey
• Level of Response to Item Requirements
• Two dimensions of scoring
– For Process Items (Categories 1-6)
• Approach
• Deployment
• Learning
• Integration
– For Results Items (Category 7)
• Levels
• Trend
• Comparisons
• Integration
62
The Performance Excellence Journey
Beginning
On the
Road
Mature
Anecdotal evidence, beginning of
systematic approaches
Clear evidence of effective, systematic
approaches fully responsive to current
and changing business needs
Little or no deployment
Approaches consistently deployed to all
relevant work units
Reaction to problems; early stages
of an improvement system
Fact-based, systematic evaluation and
improvement process; strong
refinement and innovation
Little or no alignment of key
processes and work units
Approaches, processes, and work units
fully aligned and integrated with
organizational needs
Maturity of Processes
63
Basic Requirements
64
Overall Requirements
65
Multiple Requirements
66
Item Format
67
Criteria – Page 29
UNDERSTANDING SYSTEMATIC APPROACH
Page 68 - Criteria
68
UNDERSTANDING DEPLOYMENT
69
UNDERSTANDING IMPROVEMENT/LEARNING/INNOVATION
70
UNDERSTANDING INTEGRATION
71
Scoring Basics
• Scores should align with comments.
• Base the scores on a holistic view of the item and the applicant’s
responses
• Avoid requiring more evidence than is reasonable given the
applicant’s 50-page limit.
• From low to high, the scoring ranges reflect a growth in
organizational maturity.
• Note that the scoring ranges reflect a growth in maturity.
• In the scoring ranges, note how the language for each scoring
factor (ADLI) changes to reflect higher levels of organizational
maturity
• Tip: Start at the 50 – 65% band
72
Holistic Scoring Rubric based on Maturity
•
ADLI
•
Basic – Overall - Multiple
73
Master Scoring Grid
Criteria Point Values
Page 3 - Criteria
Determined by
Examiners
74
Baldrige National Quality Program
Developing Independent
Review Observations
Results Item Demo
75
The Model for
Performance Excellence
is a
Results Driven Model!
76
Definition of Results
“Outputs and outcomes achieved by an
organization in addressing the
requirements of a Baldrige Criteria Item”
77
Results
Results document how the applicant measures
– its performance over time
– against competitors’ performance
– against relevant comparative data
78
Results Measure A-D-L-I…
• Make note of those things that the applicant says
are important and that the criteria calls for in
Categories 1-6
• Check to see if they are reported in Category 7
79
Not all Results are created equal…
•
•
•
•
Current Performance
Segmentation
Trends
Comparisons
80
% Strongly Agreed
Results - Current Levels
35
30
25
20
Us
15
10
5
0
2011
Employee survey question – I am satisfied with my job.
81
Current Levels and Segments
Us - 2011
16
14
12
10
8
6
4
2
0
Group A
Group B
Group C
Employee survey question – I am satisfied with my
job.
82
Results - Trends
35
30
25
20
Us
15
10
5
0
2009
2010
2011
Employee survey question – I am satisfied with my job.
83
Results - Comparisons
35
30
25
Us
20
The Best
15
The Rest
10
5
0
2009
2010
2011
Employee survey question – I am satisfied with my job.
84
Results: Evaluate Each Criteria Item
Read Criteria
Requirements
Determine
4-6 Key Factors
Develop ~6 Strengths Write 2 Feedback
and OFI’s and
Ready Comments
Supporting Evidence
85
Read Applicant's
Response
Determine
Score
Step 1: Read Criteria Requirements
86
Results Example – Item 7.3
Page 24 of Criteria
Support Info:
• Notes
• Category & Item Description
• Pages 47 - 48
87
Step 2: Key Factors
88
Item 7.3 Key Factors for Tillingate Living
What 4-6 Key Factors do we most
expect to be addressed by this Item?
(or – which Key Factors do you most want
to keep in mind as you evaluate this Item)
From master Key Factor Worksheet
1. Mission, Vision, Values (Figure P.1‐2) ‐ Mission: Provide ageless care and timeless living
in a homelike environment, dignity, and respect
Vision: Be among the top 10% of Skilled Nursing Facilities (SNFs) and Assisted Living
Facilities (ALFs) and be a top choice for care
Values: Agility, Patience, Empathy, and excellence (APEX)
2. Employee and Workforce Demographics (Figure P.1‐3) ‐ 3,718 employees;
3. Workforce Groups: Employees, physicians, 700 volunteers; Engagement Factors ‐ Good
work environment; Good benefits; Positive relationships with coworkers; Pride in the
organization; A voice in resident care
4. Workforce Health and Safety Requirements ‐ Protection for exposure to communicable
diseases; Protection form injury; Support in managing residents; Support for a healthy
lifestyle;
5. Key Competitors: all other CMS 5‐Star‐rated facilities within 50 miles of each facility;
6. Sources of comparative data: CAHPS questions, CMS Nursing Home Compare, USSN
Data Dispatcher, Caring Colleagues, NursQM
89
Step 3: Read Application Item Response
90
Results Example – Item 7.3a(1)
What
Results are provided FOR 7.3a(1)?
91
Step 4: Develop Around 6 Strengths and
OFI’s and Supporting Evidence
92
Defining “Key” Results?
“Key” refers to
• elements or factors most critical to achieving the
intended outcome
In terms of results, look for those
• responsive to the Criteria requirements
• most important to the organization’s success
• results that are essential elements for the
organization to pursue or monitor in order to
achieve its desired outcome
93
Key Results
94
Results evaluated by different factors
Le-T-C-I:
Let’s see: Evaluating outputs and outcomes
Levels
The current level of performance
Trends
•
•
Comparisons
Integration
Rate or slope of improvement
Breadth or extent of deployment of results
Performance relative to
• appropriate comparisons (industry, similar organizations)
• benchmarks or industry leaders
Linkage of results to important requirements or processes
• as identified in the Organizational Profile and Process Items
Valid indicators of future performance
Harmonized across processes and work units to support organization
goals
95
Tillingate Living Item 7.3a(1) Strength
Note that examiners found evidence outside of a(1) related to capability & capacity
96
Tillingate Living Item 7.3a(1) OFI
97
Step 5: Write 2 Feedback Ready
Comments
98
Creating a Feedback Ready Comment: Results OFI
a(1) The applicant has limited results for workforce capability and capacity
which may challenge its ability to achieve strategic objectives and goals. For
example, results on competencies or skill levels are not reported. Also, results
for capacity are limited to ratios of nursing care time to health care outcomes.
Additional capability and capacity outcomes may support advancing the
quality of care and achieving top-decile resident satisfaction while achieving
role-model financial stability.
99
a(1) The applicant has limited results for workforce capability and capacity
which may challenge its ability to achieve strategic objectives and goals. For
example, results on competencies or skill levels are not reported. Also, results
for capacity are limited to ratios of nursing care time to health care outcomes.
Additional capability and capacity outcomes may support advancing the
quality of care and achieving top-decile resident satisfaction while achieving
role-model financial stability.
Nugget: Key point based on Criteria
Polite?
Examples for clarity & context
Judgmental
Professional?
Positive?
Indicates Relevance to
this applicant
100
Prescriptive
Creating a Feedback Ready Comment: Results Strength
101
Creating a Feedback Ready Comment: Results Strength
a(3) Top-decile performance on employee satisfaction and engagement survey
measures, as well as low vacancy and turnover rates (Figure 7.3-7), help the
organization sustain its strategic advantage of high employee retention. Overall
satisfaction has been at or better than the top-decile level since 2008 (Figure 7.3-4).
Engagement results for "I am proud to work [here]" and "I would recommend
[applicant] to family members“ survey items were at top-decile levels in 2010 and
2011 (Figure 7.3-6).
Polite?
Professional?
Positive?
Nugget: Key point based on Criteria
Judgmental
Examples for clarity & context
Indicates Relevance to
this applicant
102
Prescriptive
Step 6: Scoring
103
Results Scoring Guidelines – Page 69
SCORING
DIMENSION
DESCRIPTOR
LEVELS
No results; poor results reported
0-5%
Few results reported for Basic requirements
Good results for Basic requirements
Good results for Overall requirements
Good to excellent results for Multiple requirements
TRENDS
Excellent results fully responsive to Multiple requirements
90-100%
Trend data not reported or show adverse trends
0-5%
Some trend data, with some adverse trends
Some trend data, with majority presented as beneficial
Beneficial trends in areas of importance
Beneficial trends sustained over time in most areas of
importance
Beneficial trends sustained over time in all areas of
importance
104
90-100%
SCORING
DIMENSION
DESCRIPTOR
COMPARISONS
Comparative data not reported
0-5%
Little or no comparative data reported
Early stages of obtaining comparative data
Some current performance levels evaluated against relevant
comparisons
Many to most trends evaluated against relevant comparisons
or benchmarks;
show levels of leadership and very good relative performance
Industry and benchmark leadership in many areas
INTEGRATION
Results are not reported for areas of importance
90-100%
0-5%
Results are reported for a few areas of importance
Results are reported for many areas of importance
Results reported for most key customer, market, and process
requirements
Results reported for most key customer, market, and process
requirements and action plans
Results and projections
reported for most key customer,
105
market, and process requirements and action plans
90-100%
Determine an overall scoring range and score
106
The Application Evaluation Process
Check for
Conflict
of Interest
Evaluate Each Criteria Item
Assemble
Materials
and Read
Application
Draft
Initial
Key Factors
Finalize
Key Themes
Draft Initial
Key Themes
(optional)
Complete
Checklist and
Assemble
Scorebook
107
Agenda Review
 Stages of a Baldrige Evaluation
 The Evaluation Process
 Before you begin
 Key Factors
 Key Themes
 Evaluating each Item
 Process Item Demonstration
 Results Item Demonstration
 Review of the Assignment
108
Materials for Assignment
• Tillingate Living Case Study
– GSQC Website
• Criteria for Performance Excellence
– http://www.nist.gov/baldrige/publications/upload/2011_2012_Health_
Care_Criteria.pdf
• Worksheet Packet (e-mailed with slides, on websites)
• Completed Key Factors
• Blank Item 5.2
• Partially Completed Item 7.4
• Reference materials
– Slides from today’s workshop(s)
– Completed Item 5.1
109
The Assignment…
• Read Tillingate Living Case Study
• Review Key Factors Worksheet (Assignment
Worksheets)
– Any questions? Any changes?
• Prepare Independent Review Worksheets for
– Item 5.2: 4-6 Key Factors, ~ 6 Strengths/OFIs
worksheets, Score. (2 comments are optional)
– Complete Item 7.3: Review/Change Key Factors, ~ 6
Strengths/OFIs worksheets, Score. (2 comments are
optional)
• Plan on 5+ hours of work on Worksheets
• Submit your completed Worksheets by October
22nd (anne@gsqc.com)110
Follow the 6-step process to
complete Worksheets
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Overview of mid-October Session
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Review and Refinement of assignment
Questions and Clarification
Overview of Scorebook Navigator tool
Assignment for November 15th
• Establish 2 hour webinar(s) for week of
October 22nd…..
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Final Questions
&
Feedback?
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