1. Benchmarking for Best Practice Online Knowledge Hour with Dr Robin Mann

    May 12, 2020 by BPIR.com Limited

    Join us for our upcoming Knowledge Hour on 28th May when Dr Robin Mann will talk about Benchmarking for Best Practice.


    • NZBEF Welcome (5 mins)
    • Group sharing on recent BE or improvement activity (approx. 15 mins, dependent on the number of people attending)
    • Spotlight Presentation – Benchmarking for Best Practice, Dr Robin Mann (20 mins)
    • Q&A – (10 mins)
    • NZBEF Update & Discussion Points (10 mins)

    Presented by Dr Robin Mann, Founder of TRADE, Chairman Global Benchmarking Network, NZBEF Board Member

    Click here to register

  2. Insights from Baldrige Award-Winning University’s New Chancellor

    May 2, 2020 by BPIR.com Limited

    Originally posted on Blogrige by Christine Schaefer

    Nearly two decades ago, the University of Wisconsin-Stout (UW-Stout) became the nation’s first four-year university to earn the prestigious Malcolm Baldrige National Quality Award. A few years ago, we interviewed leaders of the state polytechnic university so we could share how they’ve continued to leverage the Baldrige framework for continuous improvement and innovation.

    As a new chancellor assumed leadership of UW-Stout this year, we asked her about her views and aims for the Baldrige Award-winning university in regard to continuous improvement and excellence. The interview with UW-Stout Chancellor Dr. Katherine Frank follows.

    Could you please tell us about your past organizational leadership experiences and how you aim to benefit UW-Stout?

    I have spent my career in higher education at public, comprehensive universities. I began as an assistant professor of English and director of composition, and I took a traditional leadership route through academic affairs: department chair, dean, provost, chancellor. One of my profound leadership experiences was serving as faculty senate president at Colorado State University-Pueblo during a time when complex issues were discussed and long-lasting decisions were made. That experience strengthened my commitment to visionary, transparent leadership and to inclusive decision making and an organizational culture that builds trust and confidence.

    I am most proud of my involvement in decisions that continue to positively impact institutions and communities. For example, I hired several personnel who have become exceptional leaders, and I initiated the formation of the School of the Arts at Northern Kentucky University and the creation of an associate provost of extended learning and outreach [position] at Central Washington University. The former has strengthened fundraising, programs, and visibility, and the latter has improved online programming and outreach efforts.

    The effectiveness and uniqueness of the institution is truly the sum of its parts. As a result, I believe effective leadership depends on reciprocal relationships across the institution’s internal and external network, as well as on valuing people to leverage everyone’s passions, strengths, and expertise. In addition, my training as a humanist and my experience at other public institutions enable me to view UW-Stout’s polytechnic mission from a different vantage point and to provide a fresh perspective to the institution and our stakeholders. I bring a new way of seeing to the institution, and this helps to inform the conversation and work moving forward and creates an environment for success.

    Tell us about how your first weeks of serving as chancellor may have impacted your perspective on your goals for UW-Stout?

    Within a few days of taking office as chancellor at UW-Stout, I found myself leading an institution during an international crisis. Entering the current crisis a week after arriving at UW-Stout was difficult, but it allowed me to see the talent and dedication at the institution. I am surrounded by an incredible leadership team and privileged to work with such remarkable and generous students and faculty and staff members. This experience reminded me of the importance of valuing people and of providing support not only through this crisis, but well beyond it. Recovery will depend on our ability to take what we have learned and apply it going forward. One thing we have learned is that we must take time to communicate, learn from, motivate, and support one another through various channels. This moment has forced us to find the space and time for such connection and to think about how to foster it going forward.

    Leading through a crisis has also helped us to identify opportunities for improvement in our approaches and deployment. Through multiple avenues for two-way communication, we are tracking gaps and barriers in processes, policies, and procedures. We are developing action plans to address them as part of our recovery plan and integrating them into our strategic planning process. In addition, we are working on a case study so we can share our key learning with others.

    What do you see as the value for a university today of using the Baldrige Excellence Framework (including the Education Criteria for Performance Excellence)?

    Baldrige provides a nonprescriptive framework based on key factors important to the organization. We appreciate that it is not a one-size-fits-all or checklist approach to performance excellence.

    This approach helps us during good times—as well as challenging times like we face today. It keeps us focused on what is most important when making decisions about how to invest our time and limited resources.

    Baldrige also informs our approach to visioning and strategy development. At our spring Visioning Session to kick off our next strategic plan, we plan to share our organizational profile, examine core competencies, and refine our performance-improvement and process-improvement processes.

    Plus, the Baldrige framework is beneficial in that we can learn from sectors outside of higher education. Communication and direct contact with stakeholders are key, and we have adopted an approach that draws from the health care sector’s use of “rounding.” Although my plans for face-to-face visits with all academic departments, student organizations, and others have been prevented by the current quarantine, I continue to focus on communication. I hold open office hours twice a week via Microsoft Teams, meet with academic departments and other units remotely, and record messages for student organizations conducting virtual celebrations. The current crisis has reminded us of the importance of communication, collaboration, and community building, and I have spent much of my time connecting in various ways with different constituent groups.

    How do you view UW-Stout’s status as the first and (to-date) only four-year university in the nation to have earned a Baldrige Award?

    We are extremely proud of our status. It is important to share our story so others can learn from us, and it is important to participate in Baldrige events so we can learn from others and continue to improve.

    Against the backdrop of current challenges, our strengths in planning and our commitment to shared governance have become even more evident and essential. We are well equipped to systematically track and fill gaps, which will maximize our effectiveness during this period of operational adjustment and during the recovery process. Collecting formative assessment from all institutional stakeholders has been a priority; it has increased our agility in addressing concerns quickly and will remain a priority.

    Looking ahead, what’s next for UW-Stout in terms of continuous improvement and innovation?

    In summer 2020, we will fully launch the University Benchmark Project, a national initiative for data sharing and benchmarking at the unit level. In addition, in alignment with our ambitious vision statement to be an international leader, we will explore opportunities to enhance our international presence, including through the expansion of programs and initiatives. We are also enhancing our strategy development process, including changing our longer-term planning horizon to ten years. This change will help us stimulate and incorporate more innovation and promote more intelligent risk taking.

    To help boost morale during this challenging time, ignite innovation, and plan for recovery, we established a modest innovation fund. Faculty and staff members have been invited to submit proposals for projects that will address issues associated with the pandemic and have a lasting, positive impact on the university community. Proposals will be vetted by a committee, which will make recommendations to the chancellor for possible funding.

    What would you say to leaders of other education organizations that are using or considering the Baldrige framework to improve their operational effectiveness and promote academic excellence?

    Use it! You don’t have to start by submitting a [Baldrige Award] application or by becoming a Baldrige examiner. You can implement the Baldrige framework in small steps. Start by completing an Organizational Profile, by attending conferences and workshops hosted by your state Baldrige program, or by talking with Baldrige Award recipients. In fact, we plan to bring together people within higher education to talk about how the Baldrige framework can help educational organizations learn and grow at the fall 2020 Baldrige conference.

  3. Best Practice Report: Corporate Social Responsibility (CSR)

    April 15, 2020 by BPIR.com Limited

    Corporate social responsibility (CSR) is when an organisation takes responsibility for the impact of its decisions and operations on society and the environment. It is when an organisation achieves a balance between economic, environmental and social imperatives, and the expectations of stakeholders for the long term.
    In This Report:

    1. What is corporate social responsibility?
    2. Which organisations have received recognition for corporate social responsibility?
    3. How have organisations reached high levels of corporate social responsibility?
    4. What research has been undertaken in corporate social responsibility?
    5. What tools and methods are used to achieve high levels of success in corporate social responsibility?
    6. How can corporate social responsibility be measured?
    7. What do business leaders say about corporate social responsibility?
    8. Conclusion

    Access the report from here. At the bottom of the page is a PDF version of the report for easy reading. If you are a non-member, you will find some of the links in this report do not work. To join BPIR.com and support our research simply click here or to find out more about membership, email membership@bpir.com. BPIR.com publishes a new best practice every month with over 80 available to members.

  4. Economic Impacts of Baldrige Excellence in Every State

    April 12, 2020 by BPIR.com Limited

    Originally posted on Blogrige by Christine Schaefer

    Recent Data, Searchable by State

    Did you know that you can easily access and download concise data about the economic benefits of Baldrige in all 50 states across the country, plus the District of Columbia, from the Baldrige Program’s website? As an example, let’s take a look at the latest data on the impacts of Baldrige in Texas (PDF).

    Texas Participants in the Baldrige Award Process

    The state of Texas is home to 19 organizations that have received Baldrige Awards. Those organizations represent nearly every sector of the U.S. economy. They include seven small businesses (with one two-time Baldrige Award recipient, Texas Nameplate Company, Inc. (PDF), five manufacturing businesses, a service business, three health care organizations, two education organizations, and one nonprofit (a municipal government).

    What’s more, between 2005 and 2019, 91 organizations that participated in the annual Baldrige Award process have been based in Texas. Six Baldrige Award applicants from Texas in the past three years (2017 through 2019) alone represent 20,909 jobs, 178 work locations, over $868 million in revenues/budgets, and an estimated 3.9 billion customers served.

    Through the rigorous performance evaluations provided as part of the Baldrige Award process, all applicant organizations from Texas over the years have received comprehensive feedback reports to help them improve work processes and results. Of course, the Baldrige evaluation feedback ultimately promoted the Texas-based organizations’ long-term success and, in turn, the economy of the state—and ultimately, the nation’s economy.

    Alamo Colleges District instructor Richard Jewell teaching a turbine engine class at St. Philip’s College Southwest Campus.

    Spotlight on Baldrige Award Winner: Alamo Colleges District

    A recent Baldrige Award recipient from Texas is Alamo Colleges District, the largest provider of higher education in South Texas. Its five independent colleges provide two-year degrees that focus on preparing students to transfer to baccalaureate-granting institutions and workforce development programs that help build new careers and meet the needs of businesses. The organization also encompasses ten education and training centers that offer a wide range of education and training for the community and military; and three district support operations centers.

    A few achievements of Alamo Colleges District:

    • 150% increase in four-year graduation rate, the best in the state
    • Increase in scholarship awardees from 580 to 2,175, plus increase in amount awarded in scholarships from $500,000 to over $2 million
    • Doubling in number of degrees and certificates awarded over four years, three times the state norm
    • 88.4% student satisfaction with the overall educational experience, more than two points higher than the national norm

    Like most other Baldrige Award recipients, Alamo Colleges District first received a top-tier, state or regional award for its high performance in an evaluation based on the Baldrige Criteria for Performance Excellence (part of the Baldrige Excellence Framework). In 2016, Alamo Colleges District earned the Governor’s Texas Award for Performance Excellence (TAPE) of the Quality Texas Foundation. The feedback report that the organization received through the TAPE evaluation helped it improve its work processes and results.

    Quality Texas Foundation

    As a partner program serving organizations in its home state, the Quality Texas Foundation (QTF) relies on the national Baldrige Performance Excellence Program to develop and distribute the Baldrige Excellence Framework and related resources that help organizations in its region improve their performance. In this way, the federal Baldrige Program and its private-sector partner programs in the nonprofit Alliance for Performance Excellence (which counts QTF as a member) together help strengthen the entire U.S. economy. The journey to excellence of Alamo Colleges District, supported by evaluation services it received from both the national and state-level Baldrige programs, is just one example of how the Baldrige enterprise benefits America.

    “Baldrige evaluation feedback ultimately promoted the Texas organizations’ long-term success and, in turn, the economy of the state—and ultimately, the nation’s economy.”

    AHCA/NCAL National Quality Award Program

    Just as Alliance for Performance Excellence programs support business, nonprofit, health care, and education organizations in all 50 states and the District of Columbia, the AHCA/NCAL National Quality Award Program provides a pathway toward performance excellence for organizations that provide long-term and post-acute care services.

    The AHCA/NCAL program is based on the core values and award criteria of the Baldrige Performance Excellence Program. It offers tiered awards at Bronze, Silver, and Gold levels that represent a progression toward full assessment (at the Gold level) of an organization’s performance in all seven categories of the Baldrige Criteria for Performance Excellence.

    For 2019, AHCA/NCAL reported six skilled-nursing facilities in the state of Texas as Silver Award recipients, along with 20 Bronze Award recipients (including 19 skilled-nursing facilities and one assisted-living organization).

    See how your state is now benefiting from the nationwide network of nonprofit programs that support continuous improvement, innovation, and excellent performance by organizations of every size and sector using the Baldrige Excellence Framework!

  5. Does Everyone Know What Your Mission Means (Expects)?

    March 18, 2020 by BPIR.com Limited

    Originally posted on Blogrige by Dawn Bailey

    “What is your organization attempting to accomplish?”
    According to the Baldrige Excellence Framework, this question addresses your mission: your organization’s overall function. The mission might define cus­tomers or markets served, distinctive or core competencies, or technologies used.

    A Mission Statement of the People

    In a wonderful speech from 2005, Sr. Mary Jean Ryan, president and CEO (retired) of SSM Health Care, the first Baldrige Award recipient in health care, said, “For any organization, the mission is the lifeblood. . . the fundamental reason why we do what we do.”

    She went on to talk about her health care system’s early challenges with not having a common mission statement, instead allowing its health care facilities across seven regions the autonomy to identify their own missions and values. SSM eventually “discovered” a 13-word mission statement, involving nearly 3,000 employees at every level of the organization from every one of its entities, she said.

    “It wouldn’t have taken long for our communications department to come up with a catchy mission statement . . . that everybody in the system could relate to,” said Ryan during her presentation. “But we realized that a mission statement . . . must be of the people, by the people, and for the people. . . . If a solid mix of employees has not helped create the mission statement, it will not truly belong to them, and the potential to transform your organization will be hindered.”

    In 1999, after a year-long process, SSM came up with the following mission statement that is still used today:

    “Through our exceptional health care services, we reveal the healing presence of God.”

    The SSM website says that the mission statement and values are known by every employee and used to guide decisions and how staff members treat one another. Ryan said, “The mission and values must . . . be an internal guidepost to our own behavior. Because if we don’t treat one another well, how can we ever expect that our patients will feel that they’ve experienced the healing presence of God?”

    “This wonderful experience of rearticulating our mission and values might never have happened had we not used the Baldrige framework to improve our organization,” added Ryan.

    Award Winners’ Mission Statements
    Recently, a Baldrige Executive Fellow took a look at the mission statements of the Baldrige Award recipients. I thought this was an interesting exercise, so I focused on the 25 health care winners that came after SSM won in 2002. The following were their missions at the time they won the Baldrige Award:

    Adventist Health White Memorial
    Los Angeles, CA
    Mission: “Living God’s love by inspiring health, wholeness and hope.”

    Mary Greeley Medical Center
    Ames, IA
    Mission: “To advance health through specialized care and personal touch.”

    Memorial Hospital and Health Care Center
    Jasper, IN
    Mission: “Christ’s healing mission of compassion empowers us to be for others through quality and excellence.”

    Adventist Health Castle
    Oahu, HI
    Mission: “Living God’s love by inspiring health, wholeness, and hope.”

    Southcentral Foundation (2017 and 2011 Baldrige Award winner)
    Anchorage, AK
    Mission: “Working together with the Native Community to achieve wellness through health and related services.”

    Kindred Nursing and Rehabilitation – Mountain Valley (now Mountain Valley of Cascadia)
    Kellogg, ID
    Mission: “To promote healing, provide hope, preserve dignity, and produce value, for each patient, resident, family member, customer, employee, and shareholder we serve.”

    Memorial Hermann Sugar Land Hospital
    Sugar Land, TX
    Mission: “A not-for-profit, community-owned, health system with spiritual values, dedicated to providing high-quality health services in order to improve the health of the people of Southeast Texas.”

    Charleston Area Medical Center Health System
    Charleston, WV
    Mission: “Striving to provide the best health care to every patient, every day.”

    Hill Country Memorial
    Fredericksburg, TX
    Mission: “Remarkable Always.”

    St. David’s HealthCare
    Austin, TX
    Mission: “To provide exceptional care to every patient, every day with a spirit of warmth, friendliness, and personal pride.”

    Sutter Davis Hospital
    Davis, CA
    Mission: “To enhance the well-being of people in the communities we serve, through a not-for-profit commitment to compassion and excellence in health care services.”

    North Mississippi Health Services
    Tupelo, MS
    Mission: “To be the provider of the best patient-centered care and health services in America.”

    Henry Ford Health System
    Detroit, MI
    Mission: “To improve human life through excellence in the science and art of health care and healing.”

    Schneck Medical Center
    Seymour, IN
    Mission: “To provide quality healthcare to all we serve.”

    Advocate Good Samaritan Hospital
    Downers Grove, IL
    Mission: “To serve the health needs of individuals, families, and communities through a wholistic approach.”

    Egg Harbor Township, NJ
    Mission: “We deliver health and healing to all people through trusting relationships.”

    Heartland Health (now Mosaic)
    St. Joseph, MO
    Mission: “To improve the health of individuals and communities located in the Heartland region and provide the right care, at the right time, in the right place, at the right cost with outcomes second to none.”

    Poudre Valley Health System (now part of University of Colorado Health)
    Fort Collins, CO
    Mission: “To be an independent, non-profit organization and to provide innovative, comprehensive care of the highest quality, always exceeding customer expectations.”

    Mercy Health System (now part of MercyRockford Health System)
    Janesville WI
    Mission: “To provide exceptional healthcare services resulting in healing in the broadest sense.”

    Sharp HealthCare
    San Diego, CA
    Mission: “To improve the health of those we serve with a commitment to excellence in all that we do.”

    North Mississippi Medical Center
    Tupelo, MS
    Mission: “To continuously improve the health of the people of our region.”

    Bronson Methodist Hospital
    Kalamazoo, MI
    Mission: “Provide excellent healthcare services.”

    Robert Wood Johnson University Hospital Hamilton
    Hamilton, NJ
    Mission: “Committed to Excellence Through Service. We exist to promote, preserve, and restore the health of our community.”

    Baptist Hospital, Inc.
    Pensacola, FL
    Mission: “To provide superior service based on Christian values to improve the quality of life for people and communities served.”

    Saint Luke’s Health System
    Kansas City, MO
    Mission: “Committed to the highest levels of excellence in providing health services to all patients in a caring environment. We are dedicated to medical research and education. As a member of the Saint Luke’s Health System, we are committed to enhancing the physical, mental, and spiritual health of the communities we serve.”

    Assessment of Mission Statements
    I think what these health care organizations are attempting to accomplish is pretty clear from reading these missions. I also think it’s interesting that embedded in these missions are the expectations for staff members of how to treat patients and one another. Patients and other customers might also have care expectations after reading such missions.

    • Have you thought about what your mission says about your organization?
    • Does each employee know what it means and how his/her job relates to and supports it?

    In other words, is your mission statement of the people?