i have attached the instructions fo you. please read it carefully.

This discussion forum is designed to explore your thoughts on the 
Baldrige Performance Excellence Program
.  This program is very well known by management/leadership teams in healthcare so it is IMPERATIVE that you, as a health care student, are at least vaguely aware of what it is!

Respond thoughtfully to the following inquiry/question:

Quickly review both attachments 1 and 2

A.      Attachment 1 provides detail on Organization Profiles, Part 1 (P.1) and Part 2 (P.2)

B.      Attachment 2 also provides detail on the organization profile sections but also has detail on the seven (7) categories on which organizations are rated for the Baldrige Performance Excellence Program (leadership, strategy, customers, measurement, knowledge, operations, results)

DB 4 Attachment 1.pdf

DB 4 Attachment 2.pdf

C.      After reviewing these attachments, find at least one full, current article about healthcare facilities that have been recognized by the Baldrige Performance Excellence Program – or an article discussing the merits of this program.  Cite this source at the end of your initial discussion thread!

2.  Imagine you have been hired as manager of a healthcare facility that plans to apply for the Baldrige Performance Excellence Program in the next year.  As a new manager, you are not familiar with this program but have been tasked with completing the application and starting needed initiatives for sections in which your organization may be lacking.

*You believe that all 7 categories are very important but all need work in your organization.  Pick one of the 7 categories that you would choose to focus on and tackle first – and tell us what that choice is.

(leadership, strategy, customers, measurement, knowledge, operations, results)

*Why did you make this choice? Explain.

*Do you believe it is realistic that an organization can excel in all 7 of these categories? Explain your response.

*Why do you believe organizations seek out voluntary achievements such as the Baldrige Performance Excellence Program?  They are a lot of work for people that are already overwhelmed with work. 

What is the motivation for an organization? 

What are the real benefits if any? 

Would you pursue this for your organization some day? Why?


To receive full credit you must:

           A. Provide a meaningful, thoughtful and scholarly initial post that is supported by fact/evidence and not just opinion.

           B. Provide one supporting source/reference of your in

4 2015–2016 Health Care Criteria for Performance Excellence

Health Care Criteria for Performance Excellence

The Organizational Profile is the most appropriate starting point for self-assessment and for writing an application. It is criti-
cally important for the following reasons:

• It helps you identify gaps in key information and focus on key performance requirements and results.

• You can use it as an initial self-assessment. If you identify topics for which conflicting, little, or no information is avail-
able, use these topics for action planning.

• It sets the context for and allows you to address unique aspects of your organization in your responses to the Health Care
Criteria requirements in categories 1–7.

The Organizational Profile is a snapshot of your organization, the KEY influences on HOW it operates, and your competitive

P.1 Organizational Description: What are your key organizational characteristics?

In your response, answer the following questions:

a. Organizational Environment

(1) HEALTH CARE SERVICE Offerings What are your main HEALTH CARE SERVICE offerings (see the note on the next
page)? What is the relative importance of each to your success? What mechanisms do you use to deliver your

(2) MISSION, VISION, and VALUES What are your stated MISSION, VISION, and VALUES? What are your organization’s
CORE COMPETENCIES, and what is their relationship to your MISSION?

(3) WORKFORCE What is your WORKFORCE profile? What recent changes have you experienced in
WORKFORCE composition or your WORKFORCE needs? What are

• your WORKFORCE or employee groups and SEGMENTS,

• the educational requirements for different employee groups and SEGMENTS, and

• the KEY drivers that engage them in achieving your MISSION and VISION?

What are your organized bargaining units (union representation)? What are your organization’s special health and
safety requirements?

(4) Assets What are your major facilities, technologies, and equipment?

(5) Regulatory Requirements What is the regulatory environment under which you operate? What are the KEY
applicable occupational health and safety regulations; accreditation, certification, or registration requirements;
industry standards; and environmental, financial, and HEALTH CARE SERVICE delivery regulations?

b. Organizational Relationships

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

(2) PATIENTS, Other CUSTOMERS, and STAKEHOLDERS What are your KEY market SEGMENTS, PATIENT and other
CUSTOMER groups, and STAKEHOLDER groups, as appropriate? What are their KEY requirements and expectations
of your HEA

2015–2016 Baldrige Excellence Framework (Health Care): Criteria Category and Item Commentary A-1

2015–2016 Baldrige Performance Excellence Framework (Health Care)

Health Care Criteria Category and Item Commentary
This commentary provides brief summaries of the Baldrige Health Care Criteria for Performance Excellence categories and items.

It also includes examples and guidance to supplement the notes that follow each Criteria item in the Baldrige Excellence

Framework (Health Care) booklet. For additional free content, and to purchase the booklet, see


Organizational Profile

Your Organizational Profile provides a framework for understanding your organization. It also helps you guide and

prioritize the information you present in response to the Health Care Criteria items in categories 1–7.

The Organizational Profile gives you critical insight into the key internal and external factors that shape your operating

environment. These factors, such as your organization’s vision, values, mission, core competencies, competitive

environment, and strategic challenges and advantages, impact the way your organization is run and the decisions you

make. As such, the Organizational Profile helps you better understand the context in which you operate; the key

requirements for current and future success; and the needs, opportunities, and constraints placed on your management


P.1 Organizational Description

This item addresses the key characteristics and relationships that shape your organizational environment. The aim is to set

the context for your organization.

Understand your organization. The use of such terms as vision, values, mission, and core competencies varies depending on

the organization, and you may not use one or more of these terms. Nevertheless, you should have a clear understanding of

the essence of your organization, why it exists, and where your senior leaders want to take it in the future. This clarity

enables you to make and implement strategic decisions affecting your organization’s future.

Understand your core competencies. A clear identification and thorough understanding of your organization’s core

competencies are central to success now and in the future and to competitive performance. Executing your core

competencies well is frequently a marketplace differentiator. Keeping your core competencies current with your strategic

directions can provide a strategic advantage, and protecting intellectual property contained in your core competencies can

support your organization’s future success.

Understand your regulatory environment. The regulatory environment