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CONNECTICUT QUALITY IMPROVEMENT AWARD PARTNERSHIP, INC.
2008
CONNECTICUT BREAKTHROUGH QUALITY AWARD CRITERIA

27 QUESTIONS FROM THE 2008 Baldrige National Quality Program
Criteria for Performance Excellence

Answer ALL 27 questions in 25 collated and joined pages
Typewritten with minimum one-half inch borders in 12 point type
Complete the Preface in five pages or less in addition to the above 25 pages
Preface: Organizational Profile P.1 Organizational Description: What are your key organizational characteristics? (page 4 2008 Baldrige Criteria);
P.2 Organizational Challenges: What are your key organizational challenges? (page 6 2008 Baldrige Criteria)

Category 1 Leadership


Question Number 1: 1.1a(3) [page 7, 2008 Baldrige Criteria] (70 points – all 1.1)
HOW DO SENIOR LEADERS CREATE A SUSTAINABLE ORGANIZATION? How do SENIOR LEADERS create an environment for organizational performance improvement, the accomplishment of your MISSION and STRATEGIC OBJECTIVES, INNOVATION, competitive or role-model PERFORMANCE LEADERSHIP, and organizational agility? How do they create an environment for organizational and WORKFORCE LEARNING? How do they personally participate in succession planning and the development of future organizational leaders?

Question Number 2: 1.1b(1) [page 7, 2008 Baldrige Criteria] (included in 70 points 1.1)
How do SENIOR LEADERS communicate with and engage the entire WORKFORCE? How do SENIOR LEADERS encourage frank, two-way communication throughout the organization? How do SENIOR LEADERS communicate KEY decisions? How do SENIOR LEADERS take an active role in reward and recognition programs to reinforce HIGH PERFORMANCE and a CUSTOMER and business focus?

Question Number 3: 1.2a(1) [page 8, 2008 Baldrige Criteria] (50 points – all 1.2)
How does your organization review and achieve the following KEY aspects of your GOVERNANCE SYSTEM:
• accountability for management’s actions
• fiscal accountability
• transparency in operations and selection of and disclosure policies for GOVERNANCE board members; as appropriate
• independence in internal and external audits
• protection of STAKEHOLDER and stockholder interests, as appropriate

Question Number 4: 1.2(2) [page 8, 2008 Baldrige Criteria] (included in 50 points 1.2)
How do you evaluate the PERFORMANCE of your SENIOR LEADERS, including the chief executive? How do you evaluate the PERFORMANCE of members of your GOVERNANCE board, as appropriate? How do SENIOR LEADERS and your GOVERNANCE board use these PERFORMANCE reviews to further develop and to improve both their personal leadership EFFECTIVENESS and that of your board and LEADERSHIP SYSTEM, as appropriate?

CATEGORY 2 – STRATEGIC PLANNING


Question Number 5: 2.1a(2) [page 10, 2008 Baldrige Criteria] (40 points)
How do you ensure that strategic planning addresses the KEY factors listed below? How do you collect and analyze relevant data and information pertaining to these factors as part of your strategic planning PROCESS:
• your organization’s strengths, weaknesses, opportunities, and threats
• early indications of major shifts in technology, markets, CUSTOMER preferences, competition , or the regulatory environment
• long-term organizational SUSTAINABILITY
• your ability to execute the strategic plan

Question Number 6: 2.2a(1) [page 11, 2008 Baldrige criteria] (45 points)
How do you develop and DEPLOY ACTION PLANS throughout the organization to achieve your KEY STRATEGIC OBJECTIVES? How do you ensure that the KEY outcomes of your ACTION PLANS can be sustained?

Question Number 7: 2.2a(6): [page 11, 2008 Baldrige criteria] (45 points shared with 2.2)
What are your KEY PERFORMANCE MEASURES or INDICATORS for tracking progress on your ACTION PLANS? How do you ensure that your overall ACTION PLAN measurement system reinforces organizational ALIGNMENT? How do you ensure that the measurement system covers all KEY DEPLOYMENT areas and STAKEHOLDERS?

Category 3 – Customer and Market Focus



Question Number 8: 3.1a(2) [page 13, 2008 Baldrige criteria] (40 points)
How do you use the voice of the CUSTOMER to determine KEY CUSTOMER requirements, needs, and changing expectations (including product and service features) and their relative importance to CUSTOMERS’ purchasing or relationship decisions? How do your listening methods vary for different CUSTOMERS, CUSTOMER GROUPS, or market SEGMENTS? How do you use relevant information and feedback from current and former CUSTOMERS, including marketing and sales information, CUSTOMER loyalty and retention data, CUSTOMER referrals, win/loss ANALYSIS, and complaint data for PURPOSES of planning products and services, marketing, making WORK SYSTEMS and work PROCESS improvements, and developing new business opportunities?

Question Number 9: 3.2a(1) [page 14, 2008 Baldrige criteria] (45 points)
How do you build relationships to acquire CUSTOMERS, to meet and exceed their expectations, to increase loyalty and repeat business, and to gain positive referrals?

Question Number 10: 3.2b(1) [page 14, 2008 Baldrige criteria] (part of 45 points for 3.2)
How do you determine CUSTOMER satisfaction, dissatisfaction, and loyalty? How do these determination methods differ among CUSTOMER groups? How do you ensure that your measurements capture actionable information for use in exceeding CUSTOMERS’ expectations? How do you ensure that your measurements capture actionable information for use in securing your CUSTOMERS’ future business and gaining positive referrals, as appropriate? How do you use CUSTOMER satisfaction and dissatisfaction information for improvement?

Category 4 – Measurement, Analysis, and Knowledge Management


Question Number 11: 4.1a(1) [page 16, 2008 Baldrige Criteria] (45 points)
How do you select, collect, align, and integrate data and information for tracking daily operations and for tracking overall organizational
PERFORMANCE, including progress relative to STRATEGIC OBJECTIVES and ACTION PLANS? What are your KEY organizational PERFORMANCE MEASURES, including KEY short-term and longer-term financial MEASURES? How do you use these data and information to support organizational decision making and INNOVATION?

Question Number 12: 4.1b(1) [page 16, 2008 Baldrige Criteria (part of 45 points 4.1)
How do you review organizational PERFORMANCE and capabilities? What ANALYSIS do you perform to support these reviews and to ensure that conclusions are valid? How do you use these reviews to assess organizational success, competitive PERFORMANCE, and progress relative to STRATEGIC OBJECTIVES and ACTION PLANS? How do you use these reviews o assess your organization’s ability to respond rapidly to changing organizational needs and challenges in your operating environment?

Question Number 13: 4.2b(2) [page 17, 2008 Baldrige Criteria] (45 points)
How do you manage organizational knowledge to accomplish the following:
• the collection and transfer of WORKFORCE knowledge
• the transfer of relevant knowledge from and two CUSTOMERS, suppliers, PARTNERS, and COLLABORATORS
• the rapid identification, sharing, and implementation of best practices
• the assembly and transfer of relevant knowledge for use n your strategic planning PROCESS


Category 5 – Workforce Focus


Question Number 14, 5.1a(3), [page 18, 2008 Baldrige criteria] (45 points)

How does your WORKFORCE PERFORMANCE management system support HIGH-PERFORMANCE WORK and WORKFORCE ENGAGEMENT? How does your WORKFORCE PERFORMANCE management system consider WORKFORCE compensation, reward, recognition, and incentive practices? How does your WORKFORCE PERFORMANCE management system reinforce a CUSTOMER and business focus and achievement of your ACTION PLANS?

Question Number 15, 5.1b(3), [page 18, 2008 Baldrige criteria], (part of 45 points)

How do you evaluate the EFFECTIVENESS of your WORKFORCE and leader development and LEARNING systems?

Question Number 16: 5.2a(3) [page 20, 2008 Baldrige criteria] (40 points)
How do you manage and organize your WORKFORCE to accomplish the work of your organization, capitalize on the organization’s CORE COMPETENCIES, reinforce a CUSTOMER and business focus, exceed PERFORMANCE expectations, address your STRATEGIC CHALLENGES and ACTION PLANS, and achieve the agility to address changing business needs?

Category 6 – Process Management


Question Number 17: 6.1b(1) [page 21, 2008 Baldrige criteria] (35 points)
What are your organization’s KEY WORK PROCESSES? How do these KEY WORK PROCESSES relate to your CORE COMPETENCIES? How do these processes contribute to delivering CUSTOMER VALUE, profitability, organizational success, and SUSTAINABILITY?

Question Number 18: 6.1b(3) [page 21, 2008 Baldrige criteria] (part of 6.1’s 35 points)
How do you design and innovate your work PROCESSES to meet all the KEY requirements? How do you incorporate new technology, organizational knowledge, and the potential need for agility into the design of these PROCESSES? How do you incorporate CYCLE TIME, PRODUCTIVITY, cost control, and other efficiency and EFFECTIVENESS factors into the design of these PROCESSES?

Question Number 19: 6.2b [page 22, 2008 Baldrige criteria] (50 points)
How do you improve your work PROCESSES to achieve better PERFORMANCE, to reduce variability, to improve products and services, and to keep the PROCESSES current with business needs and directions? How are improvements and lessons learned shared with other organizational units and PROCESSES to drive organizational LEARNING and INNOVATION?

Category 7 – Results


Question Number 20: 7.1a [page 23, 2008 Baldrige Criteria], (100 points!!!)
What are your current LEVELS and TRENDS in KEY MEASURES OF INDICATORS of product and service PERFORMANCE that are important to your CUSTOMERS? How do these RESULTS compare with the PERFORMANCE of your competitors and other organizations providing similar products and services?

Question Number 21: 7.2a.(2) [page 23, Baldrige criteria] (70 points)
What are your current LEVELS and TRENDS in KEY MEASURES or INDICATORS of CUSTOMER-PERCEIVED VALUE, including CUSTOMER loyalty and retention, positive referral, and other aspects of building relationships with CUSTOMERS, as appropriate?

Question Number 22: 7.3a,(1) [page 24, Baldrige criteria] (70 points)
What are your current LEVELS and TRENDS in KEY MEASURES or INDICATORS of financial PERFORMANCE, including aggregate MEASURES of financial return, financial viability, or budgetary PERFORMANCE, as appropriate?

Question Number 23: 7.4a.(1) [page 24, Baldrige criteria] (70 points)
What are your current LEVELS and TRENDS in KEY INDICATORS of WORKFORCE ENGAGEMENT, WORKFORCE satisfaction, and the development of your workforce, including leaders?

Question Number 24: 7.4a.(2) [page 24, Baldrige criteria] (part of 70 points for 7.4a)
What are your current LEVELS and TRENDS in KEY MEASURES of WORKFORCE CAPABILITY and CAPACITY, including staffing levels and appropriate skills?

Question Number 25: 7.5a.(2) [page 25, Baldrige criteria] (70 points)
What are your current LEVELS and TRENDS in KEY MEASURES or INDICATORS of the operational PERFORMANCE of your KEY WORK PROCESSES, including PRODUCTIVITY, CYCLE TIME, and other appropriate MEASURES of PROCESS EFFECTIVENESS, efficiency, and INNOVATION?

Question Number 26: 7.6a.(1) [page 26, Baldrige criteria] (70 points)
What are your RESULTS for KEY MEASURES or INDICATORS of accomplishment of your organizational strategy and ACTION PLANS?

Question Number 27: 7.6a(2) [page 26, Baldrige criteria] ( share 70 points with 7.6)
What are your RESULTS for KEY MEASURES or INDICATORS of ETHICAL BEHAVIOR and of STAKEHOLDER trust in the SENIOR LEADERS and GOVERNANCE of your organization? What are your RESULTS for KEY MEASURES or INDICATORS of breach of ETHICAL BEHAVIOR?

 

Please read the entire  2008 Baldrige National Quality Program Criteria for Performance Excellence for suggestions on responding to each question.

 

 

 
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Last modified: 09/26/08