Malcolm Baldrige National Quality Award - American Society for ...

P.2b Strategic Context. Fig. P.2-2 outlines SCF’s key
strategic challenges and advantages. Sustainability depends on
SCF’s ability to balance, align, and integrate its responses to
its key strategic challenges and advantages, while, at the same
time, maintain and enhance the funding stream it needs to
support growing capacity, achieve high performance, and meet
increasing demands.
P.2c Performance Improvement System. SCF’s approach to
maintaining and supporting the organization’s focus on
improvement includes implementing PDSA Rapid Cycle,
Balanced Scorecards, Annual Planning, reviewing highperforming
organizations, and utilizing the Healthcare Criteria
of the National Baldrige Quality Program as a framework.
The PDSA Rapid Cycle Improvement Model, used
organization-wide, offers a common language and framework
for improvement and encourages small tests of change and
learning before broad implementation. It is used at all levels –
by individuals, work groups, project teams and committees –
and is central to SCF’s planning process and format.
SCF has a linked system of scorecards (strategic measures)
and dashboards (operational measures) to track performance,
quarterly for most measures. Defined thresholds and goals
help identify improvement priorities. Annual Plans (AP) at all
levels link to these key measures. Reviewing performance
against AP promotes learning and allows for adjustment.
SCF regularly seeks to learn from high-performing
organizations. SCF participates in the Quest for Excellence
Conference, learning and improvement collaboratives
sponsored by the Institute for Healthcare Improvement (IHI)
and others, and other site visits, all of which provide
opportunities to benchmark processes and results. In 2002,
SCF adopted the Baldrige Criteria for Performance Excellence
as its framework for periodic organization-wide review of its
key processes and performance, performing a self-assessment
in 2003, and submitting applications in 2005, 2006, and 2007.
SCF received a Baldrige site visit in 2007. In 2009, SCF was
the recipient of Alaska’s APEX Award for Performance
Excellence. As a result of learning from our Baldrige and
APEX applications, we implemented a functional committee
structure to promote communication and broaden involvement
in decision-making [Fig. 1.1-2]; balanced scorecards and
dashboards (BSC/DB) to support planning and performance
review [4.1a(1), 4.1b]; a focus on seeking comparative data to
evaluate performance [Category 7]; creation of a Web-based
planning tool to deploy the annual planning cycle [2.2a(2)];
and P/CEO departmental site visits to enhance two-way
communication [1.1b(1)].
Figure P.2-2: Core Competencies, Strategic Advantages, Strategic Challenges, and Corporate Goals
Core Competencies Strategic Advantages Strategic Challenges Corporate Goals
SA1: Engaged C-O; C-O
who own and use the
system
SC1: Understanding and responding
SA2: Focus on multidimensional
wellness for
to C-O expectations for service
the whole community and
delivery
for the whole life of each
C-O
CC1: Communication & Teamwork:
Openly, clearly and respectfully share
and receive information, opinions,
concerns and feedback in supportive
manner. Work collaboratively by
building bridges and creating rapport
with team members across the
organization.
CC2: Improvement & Innovation: A
capacity for rapid change and flexibility
in order to make meaningful
improvement to services, programs,
processes, and/or organizational
effectiveness that creates new value for
customer-owners and employees.
CC3: Customer Care &
Relationships: Creating, developing
and nurturing culturally appropriate
interactions and connections with each
other, customer-owners, and the
community.
CC4: Workforce Development Skills,
& Abilities: Necessary to provide
quality care services – Seek out
additional learning opportunities to
continue to develop technical and
professional current and future
skills. Taking responsibility for all
work activities and personal actions by
following through on commitments.
SA3: Employee and
workforce development
focus, a learning
organization
SA4: Internalized passion
for the Mission that
results in willingness to
continually change and
innovate
SA5: Relationship focus
as driver for all that we
do
SA6: Longevity in
leadership and
governance that provides
consistency in direction
and focus
SC2: Developing a recruitment and
retention strategy that addresses the
short-and long-term needs of SCF
SC3: Compliance with changing
regulatory environment
SC4: Ensuring the sustainability of
current programs while developing
new business opportunities
SC5: Finding ways to engage C-O
and families in their health care
SC6: Responding to the migration of
C-O into Anchorage and Matanuska-
Susitna Valley from remote locations
in Alaska
SC7: Building corporate
infrastructure to keep pace with
growth of programs and services
(e.g., data management and
reporting, utilizing IT to assist in
delivery of services). Maintaining
and improving our future funding
stream to meet growth and C-O
needs and expectations
v
SR-Shared Responsibility: We value working
together with the individual, the family, and the
community. We strive to honor the dignity of
every individual. We see the journey to wellness
being traveled in shared responsibility and
partnership with those for whom we provide
services.
CQ-Commitment to Quality: We strive to
provide the best services for the Native
Community. We employ fully qualified staff in
all positions and we commit ourselves to
recruiting and training Native staff to meet this
need. We structure our organization to optimize
the skills and contributions of our staff.
FMW-Family Wellness: We value the family as
the heart of the Native Community. We work to
promote wellness that goes beyond absence of
illness and prevention of disease. We encourage
physical, mental, social, spiritual and economic
wellness of the individual, the family, the
community, and the world in which we live.
OPE-Operational Effectiveness: We will
develop and improve our operations that support
delivery of services to our customer owners.