1. The promise of the Baldrige Framework for nursing home excellence

    September 7, 2018 by ahmed

    Originally posted by Christine Schaefer on Blogrige

    I’ve spent a significant amount of time as an adult visiting people in nursing homes (also known as long-term and post-acute care facilities, or nursing care centers). The practice started when I was in college and joined a student-run volunteer program. I was first paired with a blind, wheelchair-bound resident of a nursing care center. At 96, she was still an avid reader, so I mainly spent our visits reading poetry aloud to her and facilitating her use of audio books. Over the following decade in other cities and counties, I continued to provide occasional company for lonely, usually elderly residents in similar facilities as a community volunteer. Eventually, my dog became my more-popular partner for many of those visits.

    After a hiatus in such volunteer work for a few years while I juggled the demands of growing children and my career, I resumed visiting senior citizens in nursing care centers about five years ago. By then, the residents I came to see were my own mother-in-law, followed by my father. At that time, I appreciated from personal experience the favorable impact of the Baldrige Excellence Framework (which includes the Health Care Criteria for Performance Excellence) in promoting excellence in U.S. nursing care centers.

    Aunt B and Christine Schaefer during an August 2018 visit, Credit: Christine Schaefer

    These days, I have another elderly family member to visit in such a place. She’s an aunt of mine who doesn’t have children but has always had me. She first entered a “rehabilitation and health” center to recover from surgery after an injurious fall. Her condition continues to require a level of care beyond what we can provide in her previous home. Although I visit her regularly to support her needs—including that of knowing she has a family advocate no matter where she lives or whether her health further declines—I have reason to believe she would receive good care regardless of my monitoring. Besides other quality indicators I’ve observed first-hand or checked online in publicly reported data, her facility has earned recognition in the Baldrige-based, continuous-improvement program of the American Health Care Association (AHCA)/National Center for Assisted Living (NCAL).

    The AHCA/NCAL award program belongs to the nonprofit Alliance for Performance Excellence—a nationwide network of state, regional, and sector-specific Baldrige-based award programs and a key partner of the federal Baldrige Performance Excellence Program. Using the Baldrige Health Criteria for Performance Excellence as the basis for organizational assessments, the AHCA/NCAL program offers three tiers of recognition annually for participating organizations that provide long-term and post-acute care services in the United States. Those progressive award levels are Bronze (“Commitment to Quality”), Silver (“Achievement in Quality”), and Gold (“Excellence in Quality”).

    Since 2004, 38 organizations throughout the United States have earned the third level of recognition in the AHCA/NCAL award program. They include four 2018 Gold Award recipients that were announced in early August. Each is now eligible for five years to apply for the Baldrige Award—the nation’s highest and only Presidential honor for organizational excellence in U.S. business, nonprofit, health care, and education sectors alike.

    Two years ago, Kindred Nursing and Rehabilitation–Mountain Valley (now Mountain Valley of Cascadia) became the first Gold Award recipient in AHCA/NCAL’s National Quality Award program to proceed to earn a Baldrige Award. To reach that high performance level, the 68-bed, skilled-nursing facility in Kellogg, Idaho, used Baldrige Health Care Criteria-related feedback from the AHCA/NCAL and Baldrige Award programs to help it determine key strengths to leverage and prioritize opportunities to improve.

    As highlighted in a previous blog, the 2016 Baldrige Award recipient’s strengths as a national role model include creating and maintaining an organizational culture of safety, empowerment, innovation, excellence, and “no fear.” With that culture in place, the organization has been able to better address industry-wide challenges such as high staff turnover and a shortage of candidates for registered nurse (RN) and licensed practical nurse (LPN) jobs. (It meets the hiring challenge in part through a “grow-your-own” strategy that supports training for LPNs to become RNs, for nursing aides to become LPNs, and even for some housekeeping staff members to become nursing aides.)

    Given our nation’s growing population of senior citizens, a greater number of Americans than ever before are likely to become residents of skilled-nursing facilities in coming years and decades. They can rest assured that those organizations already must meet many regulatory requirements promoting the health and safety of their short-term (post-acute-care/rehabilitation) and longer-term (nursing care) patients and other residents. But for the greater well-being and satisfaction of such customers—and the employees who serve them, too—who would not want organizations that provide nursing care and homes for incapacitated people to meet criteria that go beyond regulatory compliance to demonstrate excellence across all care-giving and operational processes?

    I have personally spent enough time as a regular visitor in such organizations (10 different facilities in two states!) to understand how a focus on achieving comprehensive, customer-focused excellence at these sites could make a positive difference in the lives of people who live, work, and otherwise see themselves as stakeholders in them. As someone in the latter group, I salute the four new 2018 Gold Award recipients of the AHCA/NCAL award program—and wish them well as they continue their journeys of excellence.


  2. What keeps rocket scientists happy at work (could engage your employees, too)

    August 31, 2018 by ahmed

    Originally posted by Christine Schaefer on blogrige

    A 2017 Baldrige Award Winner with a Strong Workforce Focus
    Want to improve workforce engagement in your organization? Consider what you can learn from one of the nation’s identified role models for high performance. For example, in the business sector, you might study Stellar Solutions, a 2017 Baldrige Award-winning small business based in Palo Alto, California, that provides professional engineering services in the aerospace field.

    Stellar Solutions has been repeatedly designated a “Great Place to Work” by Fortune magazine in recent years (from 2014 to 2017). 2017 employee survey results show that 99 percent of respondents agree that “taking everything in to account, Stellar is a great place to work.” For the same four consecutive years, survey data show that 100 percent of its customers would recommend the company to others.

    How does Stellar Solutions engage its rocket scientists (among other employees) to achieve such enviable results? From its inception in 1995, the woman-owned business has set a vision of aligning “employees’ dream jobs” with its customers’ critical needs.

    Systematic Processes
    To meet its objectives of having (1) engaged, satisfied employees, (2) employees’ “dream jobs” matched with customers’ critical needs, and (3) “low to no attrition,” Stellar has created a system of workforce-focused processes (in alignment with category 5 of the Baldrige Criteria for Performance Excellence) that include the following practices:

    • Conducting monthly face-to-face employee visits/meetings
    • Creating employee incentive bonus plans and review these with employees
    • Completing annual updates to each employee’s “Dream Job Worksheet” and review progress quarterly
    • Providing annual required training
    • Providing professional development training
    • Providing recognition through bonuses

    Measures and Results
    Key metrics used by Stellar to measure its approaches for developing and retaining employees include completion of annual bonus plans, quarterly dream job assessments (i.e., reviewing progress on each employee’s Dream Job Worksheet), employee participation in training, bonuses paid, employee survey ratings, and attrition.

    In addition, Stellar measures its progress in relation to its identified top three drivers of employee engagement: (1) feeling empowered and trusted to do what’s best for the customer, (2) feeling encouraged to balance one’s work life and personal life, and (3) feeling that one’s work has special meaning rather than being “just a job.”

    For the company’s 2017 employee survey, 100 percent of respondents agreed with the statement “I am empowered and trusted to do what is best for my customer.” In addition, 98 percent agreed with the statement “I am encouraged to balance my work life and my personal life,” and 97 percent agreed that “My work has special meaning: this is not ‘just a job.’”

    Key Points
    At the end of a presentation of its workforce-focused practices for the Baldrige community in April, Stellar shared these two key points:

    • “Our employees are our greatest resource.” Stellar Solutions keeps employees engaged by “helping them work toward their dream jobs and empowering them to identify and solve our customers’ most critical needs.”
    • “It is important for us to encourage and offer multiple outlets for collaboration and communication among our workforce to share knowledge across various locations and projects.”

    What do other organizations do (or not do) to engage workforce members? Please share ideas by submitting a comment below.


  3. COER News – Articles on Business Excellence, Benchmarking, Best Practices and Innovation

    August 20, 2018 by ahmed
    The Centre for Organisational Excellence Research (COER), BPIR.com’s sister organisation, recently published its latest newsletter for August 2018.
    Download a copy of COER’s August 2018 Newsletter here.

    qmf
    The contents of the newsletter are described below:

    • The Global Organisational Excellence Congress
    • 10-12 Dec 2018, Abu Dhabi, UAE
    • Launch of Public Service Excellence Program in Tonga
    • Dubai We Learn: Dubai Police
    • Best Practice Reports
    • Latest Self-Assessment Tools
    • COER Research Projects
    • Excellence Without Borders Update
    • Positivity for Excellence
    • Factors Leading To Successful Benchmarking
    • PhD Research Opportunities
    • Read the Latest on Our Best Practice Resource – BPIR.com
    • Other Activities/Articles of Interest by COER’s friends and partners
    • Australian Organisation for Quality: Qualcon 2018, Brisbane, Australia 14 – 16 Oct
    • EFQM Forum 2018: Symphony of Excellence 18 th – 19 th Oct
    • Performance Excellence Summit & Canada Awards for Excellence
    • Canadian Business Excellence Awards for Private Businesses

  4. Major Research Project on Awareness and Use of Business Excellence – Website Launched & Participants are Signing Up

    August 10, 2018 by ahmed

    The project Excellence Without Borders (EWB) has been launched by the Centre for Organisational Excellence Research (COER). The project will involve and engage Business Excellence (BE) custodian organisations from around the world. BE custodians are the organisations that are responsible for carrying out BE activities such as disseminating, facilitating and awarding BE in their respective regions.

    The project will investigate the design, deployment and impact of National/Regional/Sectoral Business Excellence (BE) programs. This research will help BE Custodians to learn from each other and strengthen national approaches to business excellence. As a result, it is envisaged that more organisations will become aware of and apply business excellence principles and practices leading to greater socio-economic benefits across the globe.

    Currently the participant custodian organisations are reviewing the surveys and the methodology of the project so that they can provide the research team with useful feedback and comments. Following the incorporation of these comments, the custodian organisations will assist in distributing the surveys to clients and evaluators and also complete a survey on behalf of their own organisation. Learn more about the terms of reference of the project here.

    21 BE custodian organisations have already signed up to the project since invitations were issued on 19th July with more registering each week. The Global Excellence Models (GEM) Council are providing in-principle support to the project. The project team will be giving a presentation on the project to the GEM Council Meeting in Sydney on 29 August. Following this the team will attend the Australian Evaluator Training, 30 August, and 2018 Excellence Conference and 30th Anniversary Celebration of the Australian Excellence Awards (to register for this conference click here).

    The initial findings of the project will be shared at the Global Organisational Excellence Congress in Abu Dhabi from 10-12 December 2018.

    For further information contact:

    Saad Ghafoor
    PhD Researcher for Excellence Without Borders
    Center for Organizational Excellence Research
    Massey University, New Zealand
    S.G.Ghafoor@massey.ac.nz

     

     


  5. COER News – Articles on Business Excellence, Benchmarking, Best Practices and Innovation

    July 3, 2018 by ahmed
    The Centre for Organisational Excellence Research (COER), BPIR.com’s sister organisation, recently published its latest newsletter for June 2018.
    Download a copy of COER’s June 2018 Newsletter here.

    qmf
    The contents of the newsletter are described below:

    • Global Organisational Excellence Congress, 10-12 Dec, 2018, Abu Dhabi, UAE
    • Innovation Award and Global Benchmarking Award
    • Completion of the 2nd Cycle of “Dubai We Learn” Government Projects
    • Dubai We Learn Book Launch – 13 Benchmarking Success Stories
    • Rapid Benchmarking at New Zealand’s Largest Company – Fonterra
    • TRADE Best Practice Benchmarking Training & Certification
    • The Challenges Facing Tonga After Cyclone Gita And How Business Excellence Will Help
    • COER Assists ADAEP (Abu Dhabi Government Excellence Program)
    • BPIR.com – Sharing Best Practices
    • Read Our Best Practice Reports – Employee Recognition, Smart Services & Procurement
    • COER’s Research Projects on Business Excellence & Organisational Resilience
    • PhD Research Opportunities
    • Other Activities/Articles of Interest (provided by COER’s friends and partners)