CONNECTICUT QUALITY IMPROVEMENT AWARD
CONNECTICUT BREAKTHROUGH QUALITY AWARD
The Connecticut Breakthrough Quality Award (formerly called the Connecticut Small Organization Quality Award). For all organizations that are ready to launch their first rigorous quality improvement, measurement, and business-impact initiative, the CQIA Partnership offers an authentic “bare bones” version of the Malcolm Baldrige National Quality Award criteria and process. Eligible organizations include but are not limited to service businesses, academic institutions, not-for-profits and government agencies. Applicants must demonstrate an extended commitment to measurable progress on their journey to long-term competitiveness. There is no limit to the number of winning applications. Previous winners are Coldwell Banker Relocations, Aquarion Water Company, Basement Systems, Inc., and MidState Medical Center.
Connecticut Breakthrough Quality Award
Intent to apply: March 15 along with entry fee
Number of pages: 25
Requirements: 26 questions chosen by CQIA examiners from the 2009-2010 Baldrige Criteria for Performance Excellence Criteria or Health Care Criteria or Education Criteria. For a complimentary single copy of the Criteria, contact Baldrige National Quality Program at telephone (301) 975-2036; Fax: (301) 948-3716; or E-mail: email@example.com.
Qualification: 1) Recipient of a CQIA Innovation Prize, a CQIA Organizational Profile Award and a CQIA Categories and Items Award. 2) Two organization associates must attend CQIA examiner Baldrige training as soon as it is offered.
Feedback: Extensive CQIA examiner feedback. July 2011 site visit.
Cost: $3,000 paid with Intent to Apply
Apply only until successful, then move on to Step 5
Application deadline: Received no later than May 27, 2011.
Notification of award: August 15, 2021
Recognition: Trophy presented at CQIA 24rd Annual Conference on Quality and Innovation.
Twenty Six Questions
STEP FOUR – CONNECTICUT BREAKTHROUGH QUALITY AWARD
(Using 2009-2010 Baldrige National Quality Program Health Care Criteria for Performance Excellence) You may use Education Criteria or Criteria for Performance Excellence
1) Leadership 1.1: 1.1a. (2): How do SENIOR LEADERS personally promote an organizational environment that fosters, requires, and results in legal and ETHICAL BEHAVIOR?
2) Leadership 1.1: (3): How do SENIOR LEADERS create a SUSTAINABLE organization? How do they 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 develop and enhance their personal leadership skills? How do they participate in organizational LEARNING, in succession planning, and in the development of future organizational leaders?
3) Governance 1.2a. (1): 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.
4) Governance 1.2 b. (2): How does your organization promote and assure ETHICAL BEHAVIOR in all your interactions? What are your KEY PROCESSES and MEASURES or INDICATORS for enabling and monitoring ETHICAL BEHAVIOR in your GOVERNANCE structure, throughout your organization, and in interactions with PATIENTS, STAKEHOLDERS, PARTNERS, and suppliers? How do you consider the well-being of environmental, social, and economic systems to which your organization does or may contribute?
5) Strategic Planning 2.1a. (2): 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 risks or major shifts in technology, health care markets, HEALTH CARE SERVICES, PATIENT and STAKEHOLDER preferences, competition, or the regulatory environment
* long-term organizational SUSTAINABILITY including needed CORE COMPETENCIES
* your ability to execute the strategic plan
6) Strategic Objectives 2.1b (1): What are your KEY STRATEGIC OBJECTIVES and your timetable for accomplishing them? What are your most important GOALS for these STRATEGIC OBJECTIVES?
7) Strategic Deployment 2.2a (3): How do you ensure that financial and other resources are available to support the accomplishment of your ACTION PLANS, while meeting current obligations? How do you allocate these resources to support the accomplishment of the plans? How do your assess and manage the financial and other risks associated with the plans?
Strategic Deployment 2.2a (6): What are your KEY PERFORMANCE MEASURES or INDICATORS for tracking the achievement and EFFECTIVENESS of your ACTIOM PLANS? How do you ensure that your overall ACTIO PLAN measurement system reinforces organizational ALIGNMENT? How do you ensure that the measurement system covers all KEY DEPLOYMENT areas and STAKEHOLDERS?
9) Customer Engagement 3.1 a. (3): How do you keep your APPROACHES for identifying and innovating HEALTH CARE SERVICE offerings and for providing PATIENT and STAKEHOLDER support current with HEALTH CARE SERVICE needs and directions?
10) Customer Engagement 3.1 b.(3): How do you keep your APPROACHES for creating a PATIENT - and STAKEHOLDER- focused culture and building PATIENT and STAKEHOLDER relationships current with HEALTH CARE SERVICE needs and directions?
11) Voice of the Customer 3.2a (3): How do you manage PATIENT and STAKEHOLDER complaints? How does your PATIENT and STAKEHOLDER complaint management PROCESS ensure that complaints are resolved promptly and EFFECTIVELY? How does your complaint management PROCESS enable you to recover your PATIENTS and STAKEHOLDERS’ confidence, and enhance their satisfaction and ENGAGEMENT? How does your complaint management system enable aggregation and ANALYSIS of complaints for use in improvement throughout your organization and by your PARTNERS as appropriate?
12) Voice of the Customer 3.2c (4): How do you keep your APPROACHES for PATIENT and STAKEHOLDER listening; determination of PATIENT and STAKEHOLDER satisfaction, dissatisfaction, and ENGAGEMENT; and use of PATIENT and STAKEHOLDER data current with HEALTH CARE SERVICE needs and directions?
13) Measurement, Analysis and Knowledge Management 4.1a. (2): How do you select and ensure the EFFECTIVE use of KEY comparative data and information to support operational and strategic decision making and INNOVATION?
14) Measurement 4.1c (2): How do you translate organizational PERFORMANCE review findings into priorities for continuous and break-through improvement and into opportunities for INNOVATION? How are these priorities and opportunities DEPLOYED to work group and functional-level operations throughout your organization to enable EFFECTIVE support for their decision making? When appropriate, HOW are the priorities and opportunities DEPLOYED to your suppliers, PARTNERS, and COLLABORATORS to ensure organizational ALIGNMENT?
15) Measurement 4.2 a (2): How do make needed data and information available? How do you make them accessible to your WORKFORCE?
16) Measurement 4.2 b (2): In the event of an emergency, HOW do you ensure the continued availability of hardware and software system and the continued availability of data and information?
17) Workforce Focus 5.1a. (2): How do you foster an organizational culture that is characterized by open communication, HIGH PERFORMANCEWORK, and an engaged WORKFORCE? How do youensure your organizational culture benefits from the diverse ideas, culture, and thinking of your WORKFORCE?
18) Workforce 5.1b (2): How does your LEARNING and development system address the following factors for your WORKFORCE?
- their LEARNING and development needs, including those that are self-identified and those identified by supervisors and managers?
- the transfer of knowledge from departing or retiring workers
- the reinforcement of new knowledge and skills on the job.
19) Workforce 5.2b (1): How do you address workplace environmental factors to ensure and improve WORKFORCE health, safety, and security? What are your PERFORMANCE MEASURES and improvement GOALS for each of these WORKFORCE needs? What are any significant differences in these factors and PERFORMANCE MEASURES or targets for different workplace environments?
20) Process Management 6.1a (2): How do your WORK SYSTEMS and KEY WORK PROCESSES relate to and capitalize on your CORE COMPETENCIES?
21) Process Management 6.2b (1): How do you implement and manage your WORK PROCESSES to ensure that they meet design requirements? How does your day-to-day operation of these PROCESSES ensure that they meet KEY PROCESS requirements? How is WORKFORCE, PATIENT, and STAKEHOLDER, supplier, PARTNER, and COLLABORATOR input used in managing these PROCESSES, as appropriate? What are your KEY PERFORMANCE MEASURES or INDICATORS and in-process MEASURES or INDICATORS and in-process MEASURES used for the control and improvement of your WORK PROCESSES?
22) Results 7.2a. (1): PATIENT and STAKEHOLDER-FOCUSED RESULTS: What are your current LEVELS and TRENDS in KEY MEASURES or INDICATORS of PATIENT and STAKEHOLDER satisfaction and dissatisfaction? How do these RESULTS compare with the PATIENT and STAKEHOLDER satisfaction LEVELS of your competitors and other organizations providing similar HEALTH CARE SERVICES?
23) Results 7.3 a (2): What are your current LEVELS and TRENDS in KEY MEASURES or INDICATORS of marketplace PERFORMANCE, including market share or position, market and market share growth, and new markets entered, as appropriate?
24) Results 7.4 a (3): What are your current LEVELS and TRENDS in KEY MEASURES of WORKFORCE CABILITY and CAPACITY, including staffing levels and appropriate skills?
25) Results 7.5 a (1): Process Effectiveness Results What are your current LEVELS and TRENDS in KEY MEASURES or INDICATORS of the operational PERFORMANCE of your WORK SYSTEMS, including WORK SYSTEM and workplace preparedness for disasters or emergencies?
26) Results 7.6 a/ (3): What are your RESULTS for KEY MEASURES or INDICATORS of organizational accreditation, assessment, and regulatory and legal compliance?
Basement Systems, Inc.
BHC Company (Aquarion)
Coldwell Banker Relocation Services Connecticut Division
Midstate Medical Center