WSQA Overview Understand Requirements of HB1970 Purpose of the Criteria Understand the Criteria

HB 1970 Requirements“Starting no later than 2008, and at least once every three years thereafter, each agency shall apply to the Washington State Quality Award, or similar organization, for an independent assessment of its quality management, accountability, and performance system.”

Go Beyond Requirement and Use to Improve Your Organization.

WSQA Background Established in 1994

Patterned after the Baldrige Award

Awarded to organizations that have implemented and achieved exceptional quality performance

Open to any organization in Washington

Stimulate global competitivenessValues from high performing organizations

Criteria for performance excellence

Value Based Non-prescriptive and adaptable Systems perspective to manage goal

alignment Management by Fact Results Oriented Identifies strengths and weaknesses and

sparks action for improvement

Criteria Characteristics

What are the Criteria?The Baldrige performance excellence criteria are a framework that any organization can use to improve overall performance. Seven categories make up the award criteria:

Leadership—Examines how senior executives guide the organization and how the organization addresses its responsibilities to the public and practices good citizenship.

Strategic planning—Examines how the organization sets strategic directions and how it determines key action plans.

Customer and market focus—Examines how the organization determines requirements and expectations of customers and markets; builds relationships with customers; and acquires, satisfies, and retains customers.

Measurement, analysis, and knowledge management—Examines the management, effective use, analysis, and improvement of data and information to support key organization processes and the organization’s performance management system.

Human resource focus—Examines how the organization enables its workforce to develop its full potential and how the workforce is aligned with the organization’s objectives.

Process management—Examines aspects of how key production/delivery and support processes are designed, managed, and improved.

Business results—Examines the organization’s performance and improvement in its key business areas: customer satisfaction, financial and marketplace performance, human resources, supplier and partner performance, operational performance, and governance and social responsibility. The category also examines how the organization performs relative to competitors.

Organizational Excellence

Right to Operate

Licensure Surveys

CMS & Other Agencies

JCAHO Surveys/ ISO/ AS9100/accreditation

TQM / CQI

Six Sigma

Lean / Toyota System

Leadership & Customer Driven

Compliance / Regulatory

Hypothetical Baldrige Scoring

1000

800

600

400

200

Baldrige Award

WinnersProcess Improvement

Organizational Profile: A Critical Piece Criteria assessment starts with how your

organization is described in the Profile

– What your organization does, its services, who you are

– Key customers, relationships

– Competitive environment, strategic challenges and key success factors

Differentiating Performance Excellence

Scoring Processes – approach, deployment, learning and integration

Scoring Results – trends and comparative performance

Differentiating Excellence in Organizational ProcessesApproach, Deployment, Learning and Integration 1. Systematic Approach

– Approaches are repeatable– Use data/information to enable evaluation, learning and improvement

• 2. Deployment– Extent to which systematic approaches are used by all appropriate work units

• 3. Ongoing Cycles of Improvement (Learning) – Evidence of fact-based systematic evaluation and improvement– Organizational learning important to the achievement of critical success factors

• 4. Alignment (Integration) – Extent of integration of plans, processes, information, resources, actions, results,

analysis and learning throughout the organization– Learning throughout the organization in the provision of products/services to achieve

critical success factors

Differentiating Performance Excellence - Results Current good results

Plus results trended > three years show improving trends

Plus good trended results compared to industry averages

Plus trended results are best-in-industry, world class

Benefits of the External View Provides a Fresh Perspective

“This was so much more than we have ever received from any other organization.”

Drives the Internal Assessment

“Drove introspection into our processes.” Sends a Message of Importance Throughout the Organization

“Increased awareness that we have a quality program that covers all our processes and people in all areas of the company.”

Accelerates improvement efforts

“High points were having to answer questions and being clear on areas where we were struggling. It was clear where we had a solid story and clear where we needed work.”

Provides Recognition

“It was absolutely wonderful.

So much more than we were expecting.”

More About Baldrige

Baldrige National Quality Award Program

http://www.quality.nist.gov/index.html

Washington State Quality Award

http://www.wsqa.net/

WDVA Baldrige Initiative

We Trust our military to protect ourFreedoms.

Our military veterans and their families can Trust their Washington State Department ofVeterans Affairs to:

Serve as their advocate for all VA  entitlements;

Help Heal their seen and unseen wounds of war;

Give Help to the homeless; Provide quality Care in our Veterans

Homes; and Honor veterans in their final resting

place.

“Serving Those Who Served”

Our Commitment is to always be worthy of that trust.

Formulated a Baldrige Leadership Team. Eight Members from across the organization

Team Attended Washington State Quality Award Training

• Intro to Baldrige

• Baldrige Case study

• Self Assessment Training • Examiner Training (6 became examiners and 2 went through sage 3 – Site Visit)

Conducted Internal Agency Self Assessment (all staff 56% return rate)

• Segmented and Compiled survey results (baseline data).

• Based on data, determined top two categories for improvement (Strategic Planning and Process Management )

July, 05

Aug./Oct., 05

Nov./Dec., 05

Commitment from the Director and Executive TeamDirector - WSQA Board Member

63%

44%

22%

40% 41%

52%

42%

55%

36%

77%

59% 58%

48%

57%

1% 0%1% 1% 1% 1% 1%0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Strongly Disagree, Disagree & Neither Agree nor Disagree Agree & Strongly Agree No Answ er

Leadership Customer Focus Measurement, Analysis & Knowledge Mgmt.

Human Resource Focus

Process Management

Business Results

Strategic Planning

Conducted focus groups at all four locations (10% random selection)• Provided education on Baldrige• Developed draft recommendations to improve in the two categories

Recommendations Presented to Executive Team • Compared recommendations from focus groups and identified consistent themes• Finalized recommendations and presented to Executive Team• Developed action plans

Implement Action Plans • Strategic Plan - Developed Strategic Plan communication plan - Education - what is a Strategic Plan, what is it used for, how individual staff contribute - Employee Feedback on draft (all managers and supervisors) ‘

- Baldrige Leadership Team developed 1st draft of the organizational profile (1st section of Strategic Plan) - Deploy the Strategic Plan to all staff – Director, Deputy Director and Baldrige Leadership Team member

• Process Management- Quarterly Brown Bag Lunches with the Director and Deputy Director- Implementing Suggestion Boxes at all locations with a central database

- Location Specific Process Management items being implemented at the local level - Developing agency wide communication plan

Write Washington State Quality Award Assessment Application (20 pages maximum)• Assigned executive sponsor and category lead to each of the seven Baldrige Categories

Jan., 06

Feb., 06

April –May, 06

May, 06

1st DRAFT Due

Next Steps• Finalize and submit assessment application - October, 2006 • Receive feedback report from Washington State Quality Award

• Determine where improvement efforts will be focused

• Develop and implement action plans

• Submit another assessment or award application – November, 2007

July 31, 06

Communication• Regular communication with the Executive Team• Post Baldrige Leadership Team meeting minutes on the website (semi-monthly)• Post self assessment survey results on the website as well as on bulletin boards at all

agency locations• Post updates on the website• Baldrige Leadership Team members update their location specific management teams

How has Baldrige Helped WDVA? • Vision, mission of the organization - well deployed• PDPs are linked to the Mission and Vision of the Organization (100% PDPs)• This Strategic Plan cycle (Executive Team, all WDVA managers and supervisors and the

Governor’s Veterans Affairs Advisory Committee involvement and input) • Strategic Plan has been deployed to all staff• Staff understand the need for performance measures and reporting

PlannedJourney

Now Goal

UnalignedProjects

2005

Strategic Direction

Work Group

Individual

Tactical Direction

Malcolm BaldrigePrinciples

ALIGNING THE FOCUS

StrategicPlanningStrategicPlanning

Customer andMarket FocusCustomer andMarket Focus

ProcessManagementProcessManagement

HRFocus

HRFocus

LeadershipLeadership

Data and InformationManagement

Data and InformationManagement

Business ResultsBusiness Results

Business Results