Before you begin ...

(1) Check the page setup to ensure the margins are set to ½ inch all
    around.

(2) On page 1 (the Scorebook cover page), double-click on the header,
    enter the applicant number, and enter your initials in the
    appropriate place.

(3) Also on page 1, fill in the blanks with the applicant number, and,
    when your scorebook is completed, the number of hours you worked on
    it.

(4) Read and complete pages 2 through 4 (the Conflict of Interest
    Determination Worksheet and the Conflict of Interest Statement), and
    sign page 4.

If you need further assistance, please contact Nancy Young at
301-975-5307 or Jackie DesChamps at 301-975-3771.

![](media/image1.jpeg){width="2.8in"
height="1.8583333333333334in"}Baldrige National Quality Program National
Institute of Standards and Technology Technology Administration
Department of Commerce

> 2006 Scorebook
>
> for Business, Education, and Health Care
>
> \[Worksheets---FORMS ONLY\]

(Instructions for completing this scorebook may be found on our Web

site:
[http://www.baldrige.nist.gov/06Scorebook.htm](http://www.baldrige.nist.gov/05Scorebook.htm)
)

CONTENTS Page

Scorebook Cover Page... 1

Conflict of Interest Determination Worksheet 2

Conflict of Interest Statement... 4

Code of Ethical Conduct 5

Key Factors Worksheet 7

Key Themes Worksheet 8

Item Worksheets 9

Scoring Guidelines---Business Criteria 28

Scoring Guidelines---Education Criteria 29

Scoring Guidelines---Health Care Criteria 30

Score Summary Worksheet---All Sectors 31

Scoring Band Descriptors 32

Process Item Evaluation Tool 33

Results Matrix 34

Le, T, C, Li, G Definitions 35

Checklist 36

Baldrige National Quality Program National Institute of Standards and
Technology Technology Administration Department of Commerce

> **Scorebook**
>
> for Business,\
> Education, and Health Care

  ------------ ---------------- ------------- ------------- -------- --------
  Examiner's                                  Number of              
  Name                                        Hours Worked           

  Applicant                                                          
  Number                                                             

  Sent to                                                            
  Examiner                                                           

               *\                                                    
               Date\                                                 
               *                                                     

                                **     **                            

                                *\                                   
                                Due date*                            
  ------------ ---------------- ------------- ------------- -------- --------

Process Stage:

  ------- ---------------- ------- ---------------- ------- ------------------
          Stage 1\                 Stage 2\                 Stage 3\
          Independent              Consensus Review         Site Visit Review
          Review                                            

  ------- ---------------- ------- ---------------- ------- ------------------

Criteria, Score Summary Worksheet, and Scoring Guidelines Used:

  ------- ---------------- ------- ---------------- ------- ------------------
          Business                 Education                Health Care

  ------- ---------------- ------- ---------------- ------- ------------------

Upload Stage 1 scorebook to *examinerdepot*.

CONFLICT OF INTEREST DETERMINATION WORKSHEET

> **IMMEDIATELY UPON RECEIPT OF THIS APPLICATION, PLEASE CHECK FOR
> CONFLICTS OF INTEREST.**
>
> The purpose of this worksheet is to ensure that you do not have a real
> conflict of interest or what could be perceived as a conflict of
> interest with this applicant. The integrity of the Baldrige National
> Quality Program (BNQP) hinges in large part on the avoidance of
> conflicts of interest.
>
> **Conflict of Interest Determination Process**
>
> ***Step #1***
>
> *Read the Eligibility Certification Form, the Additional Information
> Needed Form, the Organizational Profile, and the organization charts,
> and skim all figures in the application.*
>
> ***Step #2***
>
> *Answer the following questions. If you answer "YES" or "DON'T KNOW
> (DK) " to one or more of the questions below,
> [immediately]{.underline} call BNQP (Mark Shapiro, 301-975-3621 or Bob
> Goehrig, 301-975-8756). Do not inquire within your own organization,
> as such inquiry could reveal the identity of the applicant.*

1.  Is the applicant your current employer, client, or parent
    organization? Yes No DK

2.  Is the applicant currently owned or controlled by your employer,

> client, or parent (e.g., another subunit of your parent)? Yes No DK

3.  Is the applicant your employer, your client, or your employer's or

> client's parent from more than five years ago? Yes No DK

4.  Have you recently (within five years) left or retired from the

> applicant, the applicant's parent, or another subunit of the parent?
> Yes No DK

5.  Is your employer or client listed as a key supplier, partner,

> customer, competitor, or benchmark of the applicant? Yes No DK

6.  Is the applicant or the applicant's parent a key partner, customer,

> or competitor of your employer, your parent, or a subdivision of your
>
> employer? ("Key" may be defined as constituting at least 5 percent.)
> Yes No DK

7.  Did you help prepare or review (paid or unpaid) all or part of the

> application or evaluate the applicant within the last five years? Yes
> No DK

8.  Is your employer, parent, or client an applicant in the same

> Baldrige Award category? Yes No DK

9.  Did you help prepare the Baldrige application of another

> current applicant in this same Award category? Yes No DK

10. Do you or a family member have a financial interest in the
    applicant,

> the applicant's parent, or a key competitor of the applicant? (This
>
> includes financial interests such as stocks, bonds, and retirement
> funds.
>
> Mutual fund holdings are of concern only if the mutual fund
>
> family is the applicant.) Yes No DK

11. Do you have considerable knowledge about an applicant

> through personal interactions (paid or unpaid),
>
> company relationships, family, or friends? Yes No DK

12. Do you know of any reason that there might be a real or\
    perceived conflict with this applicant? Yes No DK

> Examples of such conflicts include the following:

-   You know someone on the organization chart.

-   A close relative works for the applicant.

-   You have made a personal visit to the applicant or vice versa.

-   You have recently interviewed with the applicant

-   You or your organization has been involved in benchmarking studies
    with the applicant.

    CONFLICT OF INTEREST STATEMENT

    As a member of the Malcolm Baldrige National Quality Award Board of
    Examiners, I have voluntarily disclosed to the administrators of the
    Award Program the identity of my employers and clients---past,
    present, or potential---whose interest could be favorably or
    unfavorably affected by my actions while acting as a member of the
    board. This includes disclosure of

```{=html}
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```
-   organizations in which I have financial holdings, including stock
    ownership and pension interests

-   affiliations that may present or seem to present a conflict of
    interest, including my current and recent employers' key customers,
    key suppliers, key competitors, and other key stakeholders, as well
    as the employers of my immediate family members

    I confirm the accuracy of the submissions I have made, and I
    reaffirm my willingness to abide by the Code of Ethical Conduct.

    I reaffirm that I am not aware of any personal conflict of interest
    with this applicant. I will not disclose any information gained
    through the evaluation of the applicant about the applicant; the
    applicant's clients, competitors, customers, or suppliers; or any
    other associated person or organization to anyone other than those
    in the Baldrige National Quality Program directly involved with the
    applicant review process.

### Name of Award Applicant

### Signature of Examiner Date {#signature-of-examiner-date .unnumbered}

#### For Site Visits Only {#for-site-visits-only .unnumbered}

Program Concurrence Date

Code of Ethical Conduct

Members of the Malcolm Baldrige National Quality Award (MBNQA) Board of
Examiners pledge to uphold their professional principles in the
fulfillment of their responsibilities as defined in the administration
of Public Law 100-107, the Malcolm Baldrige National Quality Improvement
Act of 1987, which establishes the Malcolm Baldrige National Quality
Award.

In promoting high standards of public service and ethical conduct, board
members

-   conduct themselves professionally, with truth, accuracy, fairness,
    respect, and responsibility to the public

-   avoid representing conflicting or competing interests, or placing
    themselves in such a position where their interest may be in
    conflict---or appear to be in conflict---with the purposes and
    administration of the Award

-   safeguard the confidences of all parties involved in the judging or
    examination of present or former applicants

-   protect confidential information and avoid disclosures that may in
    any way influence the Award integrity or process, currently or in
    the future

-   do not serve any private or special interest in their fulfillment of
    the duties of a Judge or Examiner, therefore excluding by definition
    the examination of any organization or subunit of an organization
    that employs them or has a consulting arrangement in effect or
    anticipated with them

-   do not serve as Examiners of a primary competitor or customer or
    supplier of any organization (or subunit of an organization) that
    employs them, that they have a financial interest in, or with which
    they anticipate a consulting arrangement or are otherwise involved

-   do not intentionally communicate false or misleading information
    that may compromise the integrity of the Award process or decisions
    therein

-   make it clear, when establishing links from their own Web sites to
    the National Institute of Standards and Technology (NIST) or
    Baldrige National Quality Program Web sites, that users will be
    taken to the official NIST Web sites

-   acknowledge the use of trademarks owned by NIST, including those for
    NIST, Quest for Excellence, and the MBNQA, along with a statement
    indicating the trademark is registered by NIST

-   never approach an organization they have evaluated for their
    personal gain, including the establishment of an employment or
    consulting relationship, and, if approached by an organization they
    have evaluated, do not accept employment from that organization for
    a period of five years after the evaluation

-   maintain and safeguard fairness in the examination process and the
    confidentiality of all Award application information, including the
    identity of applicants

-   treat as confidential all information about the applicant and the
    applicant's operation gained through the evaluation process, and
    take the following precautions:

    -   Applicant information is not discussed with anyone, including
        other Examiners, with the exception of designated team members,
        Judges, the Award Administrator, and NIST representatives. This
        includes information contained in the written application, as
        well as any additional information obtained during a site visit.

    -   Names of applicants are not disclosed during or after the
        application review process.

    -   No copies of application information are made, and application
        materials are not retained. (ASQ will notify Examiners when to
        return materials.)

    -   No notes, written or electronic, pertaining to the application
        are retained. (ASQ will notify Examiners when to destroy all
        notes.)

    -   No discussions about the application are held on cellular or
        cordless phones or by voice mail unless the applicant has
        authorized their use on the Eligibility Certification Form.
        Electronic exchanges are only through *examinerdepot*, an
        encrypted, secure Web site designated by NIST.

    -   No applicant information is adapted and/or used subsequent to
        the review process, unless the information is publicly released
        by the applicant (at the annual Quest for Excellence Conference,
        for example).

    -   Do not reveal or discuss with other Examiners, either during
        training or during the application review phases, their
        participation with an organization in the preparation of an
        Award application

-   personally and independently score all assigned applications

-   during stages 1 and 2, do not communicate with the applicant
    organization or in any manner seek additional documentation,
    information, or clarification about the organization. This
    restriction includes Internet searches. At Stage 3, Site Visit
    Review, the site visit team leader will communicate with the
    applicant

-   do not at any time (during or after the evaluation cycle)
    independently give feedback to applicants regarding scoring or
    overall performance

-   upon completion of the Examiner Preparation Course, may use the
    following designation: Examiner, Malcolm Baldrige National Quality
    Award, and the year(s) served. However, board members may not use
    the MBNQA logo in advertising or promotion, nor use business cards
    that include the Examiner designation or the MBNQA logo

-   during the consensus and site visit processes, encourage and
    maintain a professional working environment that promotes respect
    for the Award applicants, their employees, and all members of the
    Examiner Team

-   when participating in a site visit, respect the climate, culture,
    and values of the organization being evaluated

Furthermore, board members enhance and advance the Malcolm Baldrige
National Quality Award as it serves to stimulate American companies and
organizations to improve quality, productivity, and overall performance.
All board members pledge to abide by this Code of Ethical Conduct.

Key Factors Worksheet

To begin the evaluation process, review the applicant's Organizational
Profile and the Additional Information Needed Form. List the key
business/organization factors for this applicant, using the Areas to
Address (Organizational Environment, Organizational Relationships,
Competitive Environment, Strategic Challenges, and Performance
Improvement System) in the order presented in the Preface:
Organizational Profile section of the appropriate *Criteria for
Performance Excellence* booklet.

**P.1a Organizational Environment**

-   

**P.1b Organizational Relationships**

-   **P.2a Competitive Environment**

-   

**P.2b Strategic Challenges**

-   

**P.2c Performance Improvement System**

-   **(For Stage 3, Site Visit Use)** Thinking about the questions in
    the Organizational Profile, did the team have any new insights about
    the applicant as a result of the site visit? If so, please describe.

    Key Themes Worksheet

    The Key Themes Worksheet provides an overall summary of the key
    points in the evaluation of the application and is an assessment of
    the key themes to be explored if the applicant proceeds to Stage 2,
    Consensus Review and Stage 3, Site Visit Review. A key theme is a
    strength or opportunity for improvement that addresses a central
    requirement of the Criteria, is common to more than one Item or
    Category (cross-cutting), is especially significant in terms of the
    applicant's key factors, and/or addresses a Core Value of the
    Criteria.

    The Key Themes Worksheet should respond to the three questions
    below:

**a. What are the most important strengths or outstanding practices (of
potential value to other organizations) identified?**

-   

**b. What are the most significant opportunities, concerns, or
vulnerabilities identified?**

-   

**c. Considering the applicant's key business/organization factors, what
are the most significant strengths, opportunities, vulnerabilities,
and/or gaps (related to data, comparisons, and linkages) found in its
response to Results Items?**

-   

Item Worksheet---Item 1.1

Prepare one Item Worksheet for each Item, capturing the 6--10 most
important strengths and opportunities for improvement based on the
applicant's response to the Criteria requirements and its key
business/organization factors.

**Indicate the 4**--**6 most important key business/organization factors
relevant to this Item.**

1\.

2\.

3\.

4\.

5\.

6\.

**Strengths and Opportunities for Improvement:**

-   Include an indication of the relative importance/strength of the
    comment by using ++ or - - as appropriate.

-   Include a reference to the most relevant key factor(s).

-   Include an indication of which process evaluation factors are
    addressed in this comment:

A=Approach D=Deployment L=Learning I=Integration

**STRENGTHS**

*(Tab to move to the next column; tab from the final column to begin the
next comment.)*

  -------------------------------------------------------------------------------------
  **+/++**   **Item   **KF     **A/D/L/I**   **STRENGTHS**
             Ref.**   Ref.**                 
  ---------- -------- -------- ------------- ------------------------------------------
                                             

  -------------------------------------------------------------------------------------

**OPPORTUNITIES FOR IMPROVEMENT**

***(Tab to move to the next column; tab from the final column to begin
the next comment.)***

  ----------------------------------------------------------------------------------
  **-/-   **Item   **KF     **A/D/L/I**   **OPPORTUNITIES FOR IMPROVEMENT**
  -**     Ref.**   Ref.**                 
  ------- -------- -------- ------------- ------------------------------------------
                                          

  ----------------------------------------------------------------------------------

**Stage 1 or 2 Percent Score %**

**(Stage 1 scores should be in 5% increments, e.g., 25, 40, 55.)**

**Site Visit Issues (for Stage 3, Site Visit Use)**

-   

**Scoring Range Resulting From Site Visit Findings (from the Scoring
Guidelines)
[\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_]{.underline}**

**Change from Consensus: higher range same range lower range**

Item Worksheet---Item 1.2

Prepare one Item Worksheet for each Item, capturing the 6--10 most
important strengths and opportunities for improvement based on the
applicant's response to the Criteria requirements and its key
business/organization factors.

**Indicate the 4**--**6 most important key business/organization factors
relevant to this Item.**

1\.

2\.

3\.

4\.

5\.

6\.

**Strengths and Opportunities for Improvement:**

-   Include an indication of the relative importance/strength of the
    comment by using ++ or - - as appropriate.

-   Include a reference to the most relevant key factor(s).

-   Include an indication of which process evaluation factors are
    addressed in this comment: A=Approach D=Deployment L=Learning
    I=Integration

**STRENGTHS**

*(Tab to move to the next column; tab from the final column to begin the
next comment.)*

  -------------------------------------------------------------------------------------
  **+/++**   **Item   **KF     **A/D/L/I**   **STRENGTHS**
             Ref.**   Ref.**                 
  ---------- -------- -------- ------------- ------------------------------------------
                                             

  -------------------------------------------------------------------------------------

**OPPORTUNITIES FOR IMPROVEMENT**

***(Tab to move to the next column; tab from the final column to begin
the next comment.)***

  ----------------------------------------------------------------------------------
  **-/-   **Item   **KF     **A/D/L/I**   **OPPORTUNITIES FOR IMPROVEMENT**
  -**     Ref.**   Ref.**                 
  ------- -------- -------- ------------- ------------------------------------------
                                          

  ----------------------------------------------------------------------------------

**Stage 1 or 2 Percent Score %**

**(Stage 1 scores should be in 5% increments, e.g., 25, 40, 55.)**

**Site Visit Issues (for Stage 3, Site Visit Use)**

-   

**Scoring Range Resulting From Site Visit Findings (from the Scoring
Guidelines)
[\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_]{.underline}**

**Change from Consensus: higher range same range lower**

Item Worksheet---Item 2.1

Prepare one Item Worksheet for each Item, capturing the 6--10 most
important strengths and opportunities for improvement based on the
applicant's response to the Criteria requirements and its key
business/organization factors.

**Indicate the 4**--**6 most important key business/organization factors
relevant to this Item.**

1\.

2\.

3\.

4\.

5\.

6\.

**Strengths and Opportunities for Improvement:**

-   Include an indication of the relative importance/strength of the
    comment by using ++ or - - as appropriate.

-   Include a reference to the most relevant key factor(s).

-   Include an indication of which process evaluation factors are
    addressed in this comment: A=Approach D=Deployment L=Learning
    I=Integration

**STRENGTHS**

*(Tab to move to the next column; tab from the final column to begin the
next comment.)*

  -------------------------------------------------------------------------------------
  **+/++**   **Item   **KF     **A/D/L/I**   **STRENGTHS**
             Ref.**   Ref.**                 
  ---------- -------- -------- ------------- ------------------------------------------
                                             

  -------------------------------------------------------------------------------------

**OPPORTUNITIES FOR IMPROVEMENT**

***(Tab to move to the next column; tab from the final column to begin
the next comment.)***

  ----------------------------------------------------------------------------------
  **-/-   **Item   **KF     **A/D/L/I**   **OPPORTUNITIES FOR IMPROVEMENT**
  -**     Ref.**   Ref.**                 
  ------- -------- -------- ------------- ------------------------------------------
                                          

  ----------------------------------------------------------------------------------

**Stage 1 or 2 Percent Score %**

**(Stage 1 scores should be in 5% increments, e.g., 25, 40, 55.)**

**Site Visit Issues (for Stage 3, Site Visit Use)**

-   

**Scoring Range Resulting From Site Visit Findings (from the Scoring
Guidelines)
[\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_]{.underline}**

**Change from Consensus: higher range same range lower range**

Item Worksheet---Item 2.2

Prepare one Item Worksheet for each Item, capturing the 6--10 most
important strengths and opportunities for improvement based on the
applicant's response to the Criteria requirements and its key
business/organization factors.

**Indicate the 4**--**6 most important key business/organization factors
relevant to this Item.**

1\.

2\.

3\.

4\.

5\.

6\.

**Strengths and Opportunities for Improvement:**

-   Include an indication of the relative importance/strength of the
    comment by using ++ or - - as appropriate.

-   Include a reference to the most relevant key factor(s).

-   Include an indication of which process evaluation factors are
    addressed in this comment: A=Approach D=Deployment L=Learning
    I=Integration

**STRENGTHS**

*(Tab to move to the next column; tab from the final column to begin the
next comment.)*

  -------------------------------------------------------------------------------------
  **+/++**   **Item   **KF     **A/D/L/I**   **STRENGTHS**
             Ref.**   Ref.**                 
  ---------- -------- -------- ------------- ------------------------------------------
                                             

  -------------------------------------------------------------------------------------

**OPPORTUNITIES FOR IMPROVEMENT**

***(Tab to move to the next column; tab from the final column to begin
the next comment.)***

  ----------------------------------------------------------------------------------
  **-/-   **Item   **KF     **A/D/L/I**   **OPPORTUNITIES FOR IMPROVEMENT**
  -**     Ref.**   Ref.**                 
  ------- -------- -------- ------------- ------------------------------------------
                                          

  ----------------------------------------------------------------------------------

**Stage 1 or 2 Percent Score %**

**(Stage 1 scores should be in 5% increments, e.g., 25, 40, 55.)**

**Site Visit Issues (for Stage 3, Site Visit Use)**

-   

**Scoring Range Resulting From Site Visit Findings (from the Scoring
Guidelines)
[\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_]{.underline}**

**Change from Consensus: higher range same range lower range**

Item Worksheet---Item 3.1

Prepare one Item Worksheet for each Item, capturing the 6--10 most
important strengths and opportunities for improvement based on the
applicant's response to the Criteria requirements and its key
business/organization factors.

**Indicate the 4**--**6 most important key business/organization factors
relevant to this Item.**

1\.

2\.

3\.

4\.

5\.

6\.

**Strengths and Opportunities for Improvement:**

-   Include an indication of the relative importance/strength of the
    comment by using ++ or - - as appropriate.

-   Include a reference to the most relevant key factor(s).

-   Include an indication of which process evaluation factors are
    addressed in this comment: A=Approach D=Deployment L=Learning
    I=Integration

**STRENGTHS**

*(Tab to move to the next column; tab from the final column to begin the
next comment.)*

  -------------------------------------------------------------------------------------
  **+/++**   **Item   **KF     **A/D/L/I**   **STRENGTHS**
             Ref.**   Ref.**                 
  ---------- -------- -------- ------------- ------------------------------------------
                                             

  -------------------------------------------------------------------------------------

**OPPORTUNITIES FOR IMPROVEMENT**

***(Tab to move to the next column; tab from the final column to begin
the next comment.)***

  ----------------------------------------------------------------------------------
  **-/-   **Item   **KF     **A/D/L/I**   **OPPORTUNITIES FOR IMPROVEMENT**
  -**     Ref.**   Ref.**                 
  ------- -------- -------- ------------- ------------------------------------------
                                          

  ----------------------------------------------------------------------------------

**Stage 1 or 2 Percent Score %**

**(Stage 1 scores should be in 5% increments, e.g., 25, 40, 55.)**

**Site Visit Issues (for Stage 3, Site Visit Use)**

-   

**Scoring Range Resulting From Site Visit Findings (from the Scoring
Guidelines)
[\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_]{.underline}**

**Change from Consensus: higher range same range lower range**

Item Worksheet---Item 3.2

Prepare one Item Worksheet for each Item, capturing the 6--10 most
important strengths and opportunities for improvement based on the
applicant's response to the Criteria requirements and its key
business/organization factors.

**Indicate the 4**--**6 most important key business/organization factors
relevant to this Item.**

1\.

2\.

3\.

4\.

5\.

6\.

**Strengths and Opportunities for Improvement:**

-   Include an indication of the relative importance/strength of the
    comment by using ++ or - - as appropriate.

-   Include a reference to the most relevant key factor(s).

-   Include an indication of which process evaluation factors are
    addressed in this comment: A=Approach D=Deployment L=Learning
    I=Integration

**STRENGTHS**

*(Tab to move to the next column; tab from the final column to begin the
next comment.)*

  -------------------------------------------------------------------------------------
  **+/++**   **Item   **KF     **A/D/L/I**   **STRENGTHS**
             Ref.**   Ref.**                 
  ---------- -------- -------- ------------- ------------------------------------------
                                             

  -------------------------------------------------------------------------------------

**OPPORTUNITIES FOR IMPROVEMENT**

***(Tab to move to the next column; tab from the final column to begin
the next comment.)***

  ----------------------------------------------------------------------------------
  **-/-   **Item   **KF     **A/D/L/I**   **OPPORTUNITIES FOR IMPROVEMENT**
  -**     Ref.**   Ref.**                 
  ------- -------- -------- ------------- ------------------------------------------
                                          

  ----------------------------------------------------------------------------------

**Stage 1 or 2 Percent Score %**

**(Stage 1 scores should be in 5% increments, e.g., 25, 40, 55.)**

**Site Visit Issues (for Stage 3, Site Visit Use)**

-   

**Scoring Range Resulting From Site Visit Findings (from the Scoring
Guidelines)
[\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_]{.underline}**

**Change from Consensus: higher range same range lower range**

Item Worksheet---Item 4.1

Prepare one Item Worksheet for each Item, capturing the 6--10 most
important strengths and opportunities for improvement based on the
applicant's response to the Criteria requirements and its key
business/organization factors.

**Indicate the 4**--**6 most important key business/organization factors
relevant to this Item.**

1\.

2\.

3\.

4\.

5\.

6\.

**Strengths and Opportunities for Improvement:**

-   Include an indication of the relative importance/strength of the
    comment by using ++ or - - as appropriate.

-   Include a reference to the most relevant key factor(s).

-   Include an indication of which process evaluation factors are
    addressed in this comment: A=Approach D=Deployment L=Learning
    I=Integration

**STRENGTHS**

*(Tab to move to the next column; tab from the final column to begin the
next comment.)*

  -------------------------------------------------------------------------------------
  **+/++**   **Item   **KF     **A/D/L/I**   **STRENGTHS**
             Ref.**   Ref.**                 
  ---------- -------- -------- ------------- ------------------------------------------
                                             

  -------------------------------------------------------------------------------------

**OPPORTUNITIES FOR IMPROVEMENT**

***(Tab to move to the next column; tab from the final column to begin
the next comment.)***

  ----------------------------------------------------------------------------------
  **-/-   **Item   **KF     **A/D/L/I**   **OPPORTUNITIES FOR IMPROVEMENT**
  -**     Ref.**   Ref.**                 
  ------- -------- -------- ------------- ------------------------------------------
                                          

  ----------------------------------------------------------------------------------

**Stage 1 or 2 Percent Score %**

**(Stage 1 scores should be in 5% increments, e.g., 25, 40, 55.)**

**Site Visit Issues (for Stage 3, Site Visit Use)**

-   

**Scoring Range Resulting From Site Visit Findings (from the Scoring
Guidelines)
[\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_]{.underline}**

**Change from Consensus: higher range same range lower range**

Item Worksheet---Item 4.2

Prepare one Item Worksheet for each Item, capturing the 6--10 most
important strengths and opportunities for improvement based on the
applicant's response to the Criteria requirements and its key
business/organization factors.

**Indicate the 4**--**6 most important key business/organization factors
relevant to this Item.**

1\.

2\.

3\.

4\.

5\.

6\.

**Strengths and Opportunities for Improvement:**

-   Include an indication of the relative importance/strength of the
    comment by using ++ or - - as appropriate.

-   Include a reference to the most relevant key factor(s).

-   Include an indication of which process evaluation factors are
    addressed in this comment: A=Approach D=Deployment L=Learning
    I=Integration

**STRENGTHS**

*(Tab to move to the next column; tab from the final column to begin the
next comment.)*

  -------------------------------------------------------------------------------------
  **+/++**   **Item   **KF     **A/D/L/I**   **STRENGTHS**
             Ref.**   Ref.**                 
  ---------- -------- -------- ------------- ------------------------------------------
                                             

  -------------------------------------------------------------------------------------

**OPPORTUNITIES FOR IMPROVEMENT**

***(Tab to move to the next column; tab from the final column to begin
the next comment.)***

  ----------------------------------------------------------------------------------
  **-/-   **Item   **KF     **A/D/L/I**   **OPPORTUNITIES FOR IMPROVEMENT**
  -**     Ref.**   Ref.**                 
  ------- -------- -------- ------------- ------------------------------------------
                                          

  ----------------------------------------------------------------------------------

**Stage 1 or 2 Percent Score %**

**(Stage 1 scores should be in 5% increments, e.g., 25, 40, 55.)**

**Site Visit Issues (for Stage 3, Site Visit Use)**

-   

**Scoring Range Resulting From Site Visit Findings (from the Scoring
Guidelines)
[\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_]{.underline}**

**Change from Consensus: higher range same range lower range**

Item Worksheet---Item 5.1

Prepare one Item Worksheet for each Item, capturing the 6--10 most
important strengths and opportunities for improvement based on the
applicant's response to the Criteria requirements and its key
business/organization factors.

**Indicate the 4**--**6 most important key business/organization factors
relevant to this Item.**

1\.

2\.

3\.

4\.

5\.

6\.

**Strengths and Opportunities for Improvement:**

-   Include an indication of the relative importance/strength of the
    comment by using ++ or - - as appropriate.

-   Include a reference to the most relevant key factor(s).

-   Include an indication of which process evaluation factors are
    addressed in this comment: A=Approach D=Deployment L=Learning
    I=Integration

**STRENGTHS**

*(Tab to move to the next column; tab from the final column to begin the
next comment.)*

  -------------------------------------------------------------------------------------
  **+/++**   **Item   **KF     **A/D/L/I**   **STRENGTHS**
             Ref.**   Ref.**                 
  ---------- -------- -------- ------------- ------------------------------------------
                                             

  -------------------------------------------------------------------------------------

**OPPORTUNITIES FOR IMPROVEMENT**

***(Tab to move to the next column; tab from the final column to begin
the next comment.)***

  ----------------------------------------------------------------------------------
  **-/-   **Item   **KF     **A/D/L/I**   **OPPORTUNITIES FOR IMPROVEMENT**
  -**     Ref.**   Ref.**                 
  ------- -------- -------- ------------- ------------------------------------------
                                          

  ----------------------------------------------------------------------------------

**Stage 1 or 2 Percent Score %**

**(Stage 1 scores should be in 5% increments, e.g., 25, 40, 55.)**

**Site Visit Issues (for Stage 3, Site Visit Use)**

-   

**Scoring Range Resulting From Site Visit Findings (from the Scoring
Guidelines)
[\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_]{.underline}**

**Change from Consensus: higher range same range lower range**

Item Worksheet---Item 5.2

Prepare one Item Worksheet for each Item, capturing the 6--10 most
important strengths and opportunities for improvement based on the
applicant's response to the Criteria requirements and its key
business/organization factors.

**Indicate the 4**--**6 most important key business/organization factors
relevant to this Item.**

1\.

2\.

3\.

4\.

5\.

6\.

**Strengths and Opportunities for Improvement:**

-   Include an indication of the relative importance/strength of the
    comment by using ++ or - - as appropriate.

-   Include a reference to the most relevant key factor(s).

-   Include an indication of which process evaluation factors are
    addressed in this comment: A=Approach D=Deployment L=Learning
    I=Integration

**STRENGTHS**

*(Tab to move to the next column; tab from the final column to begin the
next comment.)*

  -------------------------------------------------------------------------------------
  **+/++**   **Item   **KF     **A/D/L/I**   **STRENGTHS**
             Ref.**   Ref.**                 
  ---------- -------- -------- ------------- ------------------------------------------
                                             

  -------------------------------------------------------------------------------------

**OPPORTUNITIES FOR IMPROVEMENT**

***(Tab to move to the next column; tab from the final column to begin
the next comment.)***

  ----------------------------------------------------------------------------------
  **-/-   **Item   **KF     **A/D/L/I**   **OPPORTUNITIES FOR IMPROVEMENT**
  -**     Ref.**   Ref.**                 
  ------- -------- -------- ------------- ------------------------------------------
                                          

  ----------------------------------------------------------------------------------

**Stage 1 or 2 Percent Score %**

**(Stage 1 scores should be in 5% increments, e.g., 25, 40, 55.)**

**Site Visit Issues (for Stage 3, Site Visit Use)**

-   

**Scoring Range Resulting From Site Visit Findings (from the Scoring
Guidelines)
[\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_]{.underline}**

**Change from Consensus: higher range same range lower range**

Item Worksheet---Item 5.3

Prepare one Item Worksheet for each Item, capturing the 6--10 most
important strengths and opportunities for improvement based on the
applicant's response to the Criteria requirements and its key
business/organization factors.

**Indicate the 4**--**6 most important key business/organization factors
relevant to this Item.**

1\.

2\.

3\.

4\.

5\.

6\.

**Strengths and Opportunities for Improvement:**

-   Include an indication of the relative importance/strength of the
    comment by using ++ or - - as appropriate.

-   Include a reference to the most relevant key factor(s).

-   Include an indication of which process evaluation factors are
    addressed in this comment: A=Approach D=Deployment L=Learning
    I=Integration

**STRENGTHS**

*(Tab to move to the next column; tab from the final column to begin the
next comment.)*

  -------------------------------------------------------------------------------------
  **+/++**   **Item   **KF     **A/D/L/I**   **STRENGTHS**
             Ref.**   Ref.**                 
  ---------- -------- -------- ------------- ------------------------------------------
                                             

  -------------------------------------------------------------------------------------

**OPPORTUNITIES FOR IMPROVEMENT**

***(Tab to move to the next column; tab from the final column to begin
the next comment.)***

  ----------------------------------------------------------------------------------
  **-/-   **Item   **KF     **A/D/L/I**   **OPPORTUNITIES FOR IMPROVEMENT**
  -**     Ref.**   Ref.**                 
  ------- -------- -------- ------------- ------------------------------------------
                                          

  ----------------------------------------------------------------------------------

**Stage 1 or 2 Percent Score %**

**(Stage 1 scores should be in 5% increments, e.g., 25, 40, 55.)**

**Site Visit Issues (for Stage 3, Site Visit Use)**

-   

**Scoring Range Resulting From Site Visit Findings (from the Scoring
Guidelines)
[\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_]{.underline}**

Change from Consensus: higher range same range lower range

Item Worksheet---Item 6.1

Prepare one Item Worksheet for each Item, capturing the 6--10 most
important strengths and opportunities for improvement based on the
applicant's response to the Criteria requirements and its key
business/organization factors.

**Indicate the 4**--**6 most important key business/organization factors
relevant to this Item.**

1\.

2\.

3\.

4\.

5\.

6\.

**Strengths and Opportunities for Improvement:**

-   Include an indication of the relative importance/strength of the
    comment by using ++ or - - as appropriate.

-   Include a reference to the most relevant key factor(s).

-   Include an indication of which process evaluation factors are
    addressed in this comment: A=Approach D=Deployment L=Learning
    I=Integration

**STRENGTHS**

*(Tab to move to the next column; tab from the final column to begin the
next comment.)*

  -------------------------------------------------------------------------------------
  **+/++**   **Item   **KF     **A/D/L/I**   **STRENGTHS**
             Ref.**   Ref.**                 
  ---------- -------- -------- ------------- ------------------------------------------
                                             

  -------------------------------------------------------------------------------------

**OPPORTUNITIES FOR IMPROVEMENT**

***(Tab to move to the next column; tab from the final column to begin
the next comment.)***

  ----------------------------------------------------------------------------------
  **-/-   **Item   **KF     **A/D/L/I**   **OPPORTUNITIES FOR IMPROVEMENT**
  -**     Ref.**   Ref.**                 
  ------- -------- -------- ------------- ------------------------------------------
                                          

  ----------------------------------------------------------------------------------

**Stage 1 or 2 Percent Score %**

**(Stage 1 scores should be in 5% increments, e.g., 25, 40, 55.)**

**Site Visit Issues (for Stage 3, Site Visit Use)**

-   

**Scoring Range Resulting From Site Visit Findings (from the Scoring
Guidelines)
[\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_]{.underline}**

**Change from Consensus: higher range same range lower range**

Item Worksheet---Item 6.2

Prepare one Item Worksheet for each Item, capturing the 6--10 most
important strengths and opportunities for improvement based on the
applicant's response to the Criteria requirements and its key
business/organization factors.

**Indicate the 4**--**6 most important key business/organization factors
relevant to this Item.**

1\.

2\.

3\.

4\.

5\.

6\.

**Strengths and Opportunities for Improvement:**

-   Include an indication of the relative importance/strength of the
    comment by using ++ or - - as appropriate.

-   Include a reference to the most relevant key factor(s).

-   Include an indication of which process evaluation factors are
    addressed in this comment: A=Approach D=Deployment L=Learning
    I=Integration

**STRENGTHS**

*(Tab to move to the next column; tab from the final column to begin the
next comment.)*

  -------------------------------------------------------------------------------------
  **+/++**   **Item   **KF     **A/D/L/I**   **STRENGTHS**
             Ref.**   Ref.**                 
  ---------- -------- -------- ------------- ------------------------------------------
                                             

  -------------------------------------------------------------------------------------

**OPPORTUNITIES FOR IMPROVEMENT**

***(Tab to move to the next column; tab from the final column to begin
the next comment.)***

  ----------------------------------------------------------------------------------
  **-/-   **Item   **KF     **A/D/L/I**   **OPPORTUNITIES FOR IMPROVEMENT**
  -**     Ref.**   Ref.**                 
  ------- -------- -------- ------------- ------------------------------------------
                                          

  ----------------------------------------------------------------------------------

**Stage 1 or 2 Percent Score %**

**(Stage 1 scores should be in 5% increments, e.g., 25, 40, 55.)**

**Site Visit Issues (for Stage 3, Site Visit Use)**

-   

**Scoring Range Resulting From Site Visit Findings (from the Scoring
Guidelines)
[\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_]{.underline}**

**Change from Consensus: higher range same range lower range**

Item Worksheet---Item 7.1

Prepare one Item Worksheet for each Item, capturing the 6--10 most
important strengths and opportunities for improvement based on the
applicant's response to the Criteria requirements and its key
business/organization factors.

**Indicate the 4**--**6 most important key business/organization factors
relevant to this Item.**

1\.

2\.

3\.

4\.

5\.

6\.

**Strengths and Opportunities for Improvement:**

-   Include an indication of the relative importance/strength of the
    comment by using ++ or - - as appropriate.

-   Include a reference to the most relevant key factor(s).

-   Include an indication of which process evaluation factors are
    addressed in this comment: Le = Performance Levels T = Trends C =
    Comparisons Li = Linkages G = Gaps

**STRENGTHS**

*(Tab to move to the next column; tab from the final column to begin the
next comment.)*

  ---------------------------------------------------------------------------------------
  **+/++**   **Item   **KF     **Le/T/C/Li**   **STRENGTHS**
             Ref.**   Ref.**                   
  ---------- -------- -------- --------------- ------------------------------------------
                                               

  ---------------------------------------------------------------------------------------

**OPPORTUNITIES FOR IMPROVEMENT**

***(Tab to move to the next column; tab from the final column to begin
the next comment.)***

  --------------------------------------------------------------------------------------
  **-/-   **Item   **KF     **Le/T/C/Li/G**   **OPPORTUNITIES FOR IMPROVEMENT**
  -**     Ref.**   Ref.**                     
  ------- -------- -------- ----------------- ------------------------------------------
                                              

  --------------------------------------------------------------------------------------

**Stage 1 or 2 Percent Score %**

**(Stage 1 scores should be in 5% increments, e.g., 25, 40, 55.)**

**Site Visit Issues (for Stage 3, Site Visit Use)**

-   

**Scoring Range Resulting From Site Visit Findings (from the Scoring
Guidelines)
[\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_]{.underline}**

**Change from Consensus: higher range same range lower range**

Item Worksheet---Item 7.2

Prepare one Item Worksheet for each Item, capturing the 6--10 most
important strengths and opportunities for improvement based on the
applicant's response to the Criteria requirements and its key
business/organization factors.

**Indicate the 4**--**6 most important key business/organization factors
relevant to this Item.**

1\.

2\.

3\.

4\.

5\.

6\.

**Strengths and Opportunities for Improvement:**

-   Include an indication of the relative importance/strength of the
    comment by using ++ or - - as appropriate.

-   Include a reference to the most relevant key factor(s).

-   Include an indication of which process evaluation factors are
    addressed in this comment: Le = Performance Levels T = Trends C =
    Comparisons Li = Linkages G = Gaps

**STRENGTHS**

*(Tab to move to the next column; tab from the final column to begin the
next comment.)*

  ---------------------------------------------------------------------------------------
  **+/++**   **Item   **KF     **Le/T/C/Li**   **STRENGTHS**
             Ref.**   Ref.**                   
  ---------- -------- -------- --------------- ------------------------------------------
                                               

  ---------------------------------------------------------------------------------------

**OPPORTUNITIES FOR IMPROVEMENT**

***(Tab to move to the next column; tab from the final column to begin
the next comment.)***

  --------------------------------------------------------------------------------------
  **-/-   **Item   **KF     **Le/T/C/Li/G**   **OPPORTUNITIES FOR IMPROVEMENT**
  -**     Ref.**   Ref.**                     
  ------- -------- -------- ----------------- ------------------------------------------
                                              

  --------------------------------------------------------------------------------------

**Stage 1 or 2 Percent Score %**

**(Stage 1 scores should be in 5% increments, e.g., 25, 40, 55.)**

**Site Visit Issues (for Stage 3, Site Visit Use)**

-   

**Scoring Range Resulting From Site Visit Findings (from the Scoring
Guidelines)
[\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_]{.underline}**

**Change from Consensus: higher range same range lower range**

Item Worksheet---Item 7.3

Prepare one Item Worksheet for each Item, capturing the 6--10 most
important strengths and opportunities for improvement based on the
applicant's response to the Criteria requirements and its key
business/organization factors.

**Indicate the 4**--**6 most important key business/organization factors
relevant to this Item.**

1\.

2\.

3\.

4\.

5\.

6\.

**Strengths and Opportunities for Improvement:**

-   Include an indication of the relative importance/strength of the
    comment by using ++ or - - as appropriate.

-   Include a reference to the most relevant key factor(s).

-   Include an indication of which process evaluation factors are
    addressed in this comment: Le = Performance Levels T = Trends C =
    Comparisons Li = Linkages G = Gaps

**STRENGTHS**

*(Tab to move to the next column; tab from the final column to begin the
next comment.)*

  ---------------------------------------------------------------------------------------
  **+/++**   **Item   **KF     **Le/T/C/Li**   **STRENGTHS**
             Ref.**   Ref.**                   
  ---------- -------- -------- --------------- ------------------------------------------
                                               

  ---------------------------------------------------------------------------------------

**OPPORTUNITIES FOR IMPROVEMENT**

***(Tab to move to the next column; tab from the final column to begin
the next comment.)***

  --------------------------------------------------------------------------------------
  **-/-   **Item   **KF     **Le/T/C/Li/G**   **OPPORTUNITIES FOR IMPROVEMENT**
  -**     Ref.**   Ref.**                     
  ------- -------- -------- ----------------- ------------------------------------------
                                              

  --------------------------------------------------------------------------------------

**Stage 1 or 2 Percent Score %**

**(Stage 1 scores should be in 5% increments, e.g., 25, 40, 55.)**

**Site Visit Issues (for Stage 3, Site Visit Use)**

-   

**Scoring Range Resulting From Site Visit Findings (from the Scoring
Guidelines)
[\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_]{.underline}**

**Change from Consensus: higher range same range lower range**

Item Worksheet---Item 7.4

Prepare one Item Worksheet for each Item, capturing the 6--10 most
important strengths and opportunities for improvement based on the
applicant's response to the Criteria requirements and its key
business/organization factors.

**Indicate the 4**--**6 most important key business/organization factors
relevant to this Item.**

1\.

2\.

3\.

4\.

5\.

6\.

**Strengths and Opportunities for Improvement:**

-   Include an indication of the relative importance/strength of the
    comment by using ++ or - - as appropriate.

-   Include a reference to the most relevant key factor(s).

-   Include an indication of which process evaluation factors are
    addressed in this comment: Le = Performance Levels T = Trends C =
    Comparisons Li = Linkages G = Gaps

**STRENGTHS**

*(Tab to move to the next column; tab from the final column to begin the
next comment.)*

  ---------------------------------------------------------------------------------------
  **+/++**   **Item   **KF     **Le/T/C/Li**   **STRENGTHS**
             Ref.**   Ref.**                   
  ---------- -------- -------- --------------- ------------------------------------------
                                               

  ---------------------------------------------------------------------------------------

**OPPORTUNITIES FOR IMPROVEMENT**

***(Tab to move to the next column; tab from the final column to begin
the next comment.)***

  --------------------------------------------------------------------------------------
  **-/-   **Item   **KF     **Le/T/C/Li/G**   **OPPORTUNITIES FOR IMPROVEMENT**
  -**     Ref.**   Ref.**                     
  ------- -------- -------- ----------------- ------------------------------------------
                                              

  --------------------------------------------------------------------------------------

**Stage 1 or 2 Percent Score %**

**(Stage 1 scores should be in 5% increments, e.g., 25, 40, 55.)**

**Site Visit Issues (for Stage 3, Site Visit Use)**

-   

**Scoring Range Resulting From Site Visit Findings (from the Scoring
Guidelines)
[\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_]{.underline}**

**Change from Consensus: higher range same range lower range**

Item Worksheet---Item 7.5

Prepare one Item Worksheet for each Item, capturing the 6--10 most
important strengths and opportunities for improvement based on the
applicant's response to the Criteria requirements and its key
business/organization factors.

**Indicate the 4**--**6 most important key business/organization factors
relevant to this Item**

1\.

2\.

3\.

4\.

5\.

6\.

**Strengths and Opportunities for Improvement:**

-   Include an indication of the relative importance/strength of the
    comment by using ++ or - - as appropriate.

-   Include a reference to the most relevant key factor(s).

-   Include an indication of which process evaluation factors are
    addressed in this comment: Le = Performance Levels T = Trends C =
    Comparisons Li = Linkages G = Gaps

**STRENGTHS**

*(Tab to move to the next column; tab from the final column to begin the
next comment.)*

  ---------------------------------------------------------------------------------------
  **+/++**   **Item   **KF     **Le/T/C/Li**   **STRENGTHS**
             Ref.**   Ref.**                   
  ---------- -------- -------- --------------- ------------------------------------------
                                               

  ---------------------------------------------------------------------------------------

**OPPORTUNITIES FOR IMPROVEMENT**

***(Tab to move to the next column; tab from the final column to begin
the next comment.)***

  --------------------------------------------------------------------------------------
  **-/-   **Item   **KF     **Le/T/C/Li/G**   **OPPORTUNITIES FOR IMPROVEMENT**
  -**     Ref.**   Ref.**                     
  ------- -------- -------- ----------------- ------------------------------------------
                                              

  --------------------------------------------------------------------------------------

**Stage 1 or 2 Percent Score %**

**(Stage 1 scores should be in 5% increments, e.g., 25, 40, 55.)**

**Site Visit Issues (for Stage 3, Site Visit Use)**

-   

**Scoring Range Resulting From Site Visit Findings (from the Scoring
Guidelines)
[\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_]{.underline}**

Change from Consensus: higher range same range lower range

Item Worksheet---Item 7.6

Prepare one Item Worksheet for each Item, capturing the 6--10 most
important strengths and opportunities for improvement based on the
applicant's response to the Criteria requirements and its key
business/organization factors.

**Indicate the 4**--**6 most important key business/organization factors
relevant to this Item.**

1\.

2\.

3\.

4\.

5\.

6\.

**Strengths and Opportunities for Improvement:**

-   Include an indication of the relative importance/strength of the
    comment by using ++ or - - as appropriate.

-   Include a reference to the most relevant key factor(s).

-   Include an indication of which process evaluation factors are
    addressed in this comment: Le = Performance Levels T = Trends C =
    Comparisons Li = Linkages G = Gaps

**STRENGTHS**

*(Tab to move to the next column; tab from the final column to begin the
next comment.)*

  ---------------------------------------------------------------------------------------
  **+/++**   **Item   **KF     **Le/T/C/Li**   **STRENGTHS**
             Ref.**   Ref.**                   
  ---------- -------- -------- --------------- ------------------------------------------
                                               

  ---------------------------------------------------------------------------------------

**OPPORTUNITIES FOR IMPROVEMENT**

***(Tab to move to the next column; tab from the final column to begin
the next comment.)***

  --------------------------------------------------------------------------------------
  **-/-   **Item   **KF     **Le/T/C/Li/G**   **OPPORTUNITIES FOR IMPROVEMENT**
  -**     Ref.**   Ref.**                     
  ------- -------- -------- ----------------- ------------------------------------------
                                              

  --------------------------------------------------------------------------------------

**Stage 1 or 2 Percent Score %**

**(Stage 1 scores should be in 5% increments, e.g., 25, 40, 55.)**

**Site Visit Issues (for Stage 3, Site Visit Use)**

-   

**Scoring Range Resulting From Site Visit Findings (from the Scoring
Guidelines)
[\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_]{.underline}**

**Change from Consensus: higher range same range lower range**

2006 Scoring Guidelines---Business criteria

+----+----------------------------------+------------------------------+
| *  | **PROCESS (For Use With          | **RESULTS (For Use With      |
| *S | Categories 1--6)**               | Category 7)**                |
| CO |                                  |                              |
| RE |                                  |                              |
| ** |                                  |                              |
+----+----------------------------------+------------------------------+
| ** | -   No systematic approach is    | -   There are no             |
| 0% |     evident; information is      |     organizational           |
| or |     anecdotal. (A)               |     performance results or   |
| 5% |                                  |     poor results in areas    |
| ** | -   Little or no deployment of   |     reported.                |
|    |     an approach is evident. (D)  |                              |
|    |                                  | -   Trend data are either    |
|    | -   An improvement orientation   |     not reported or show     |
|    |     is not evident; improvement  |     mainly adverse trends.   |
|    |     is achieved through reacting |                              |
|    |     to problems. (L)             | -   Comparative information  |
|    |                                  |     is not reported.         |
|    | -   No organizational alignment  |                              |
|    |     is evident; individual areas | -   Results are not reported |
|    |     or work units operate        |     for any areas of         |
|    |     independently. (I)           |     importance to your       |
|    |                                  |     organization's key       |
|    |                                  |     mission or business      |
|    |                                  |     requirements.            |
+----+----------------------------------+------------------------------+
| ** | -   The beginning of a           | -   A few organizational     |
| 10 |     systematic approach to the   |     performance results are  |
| %, |     basic requirements of the    |     reported; there are some |
| 15 |     Item is evident. (A)         |     improvements and/or      |
| %, |                                  |     early good performance   |
| 20 | -   The approach is in the early |     levels in a few areas.   |
| %, |     stages of deployment in most |                              |
| or |     areas or work units,         | -   Little or no trend data  |
| 2  |     inhibiting progress in       |     are reported.            |
| 5% |     achieving the basic          |                              |
| ** |     requirements of the Item.    | -   Little or no comparative |
|    |     (D)                          |     information is reported. |
|    |                                  |                              |
|    | -   Early stages of a transition | -   Results are reported for |
|    |     from reacting to problems to |     a few areas of           |
|    |     a general improvement        |     importance to your       |
|    |     orientation are evident. (L) |     organization's key       |
|    |                                  |     mission or business      |
|    | -   The approach is aligned with |     requirements.            |
|    |     other areas or work units    |                              |
|    |     largely through joint        |                              |
|    |     problem solving. (I)         |                              |
+----+----------------------------------+------------------------------+
| ** | -   An effective systematic      | -   Improvements and/or good |
| 30 |     approach, responsive to the  |     performance levels are   |
| %, |     basic requirements of the    |     reported in many areas   |
| 35 |     Item, is evident. (A)        |     addressed in the Item    |
| %, |                                  |     requirements.            |
| 40 | -   The approach is deployed,    |                              |
| %, |     although some areas or work  | -   Early stages of          |
| or |     units are in early stages of |     developing trends are    |
| 4  |     deployment. (D)              |     evident.                 |
| 5% |                                  |                              |
| ** | -   The beginning of a           | -   Early stages of          |
|    |     systematic approach to       |     obtaining comparative    |
|    |     evaluation and improvement   |     information are evident. |
|    |     of key processes is evident. |                              |
|    |     (L)                          | -   Results are reported for |
|    |                                  |     many areas of importance |
|    | -   The approach is in early     |     to your organization's   |
|    |     stages of alignment with     |     key mission or business  |
|    |     your basic organizational    |     requirements.            |
|    |     needs identified in response |                              |
|    |     to the other Criteria        |                              |
|    |     Categories. (I)              |                              |
+----+----------------------------------+------------------------------+
| ** | -   An effective systematic      | -   Improvement trends       |
| 50 |     approach, responsive to the  |     and/or good performance  |
| %, |     overall requirements of the  |     levels are reported for  |
| 55 |     Item, is evident. (A)        |     most areas addressed in  |
| %, |                                  |     the Item requirements.   |
| 60 | -   The approach is well         |                              |
| %, |     deployed, although           | -   No pattern of adverse    |
| or |     deployment may vary in some  |     trends and no poor       |
| 6  |     areas or work units. (D)     |     performance levels are   |
| 5% |                                  |     evident in areas of      |
| ** | -   A fact-based, systematic     |     importance to your       |
|    |     evaluation and improvement   |     organization's key       |
|    |     process and some             |     mission or business      |
|    |     organizational learning are  |     requirements.            |
|    |     in place for improving the   |                              |
|    |     efficiency and effectiveness | -   Some trends and/or       |
|    |     of key processes. (L)        |     current performance      |
|    |                                  |     levels---evaluated       |
|    | -   The approach is aligned with |     against relevant         |
|    |     your organizational needs    |     comparisons and/or       |
|    |     identified in response to    |     benchmarks---show areas  |
|    |     the other Criteria           |     of good to very good     |
|    |     Categories. (I)              |     relative performance.    |
|    |                                  |                              |
|    |                                  | -   Organizational           |
|    |                                  |     performance results      |
|    |                                  |     address most key         |
|    |                                  |     customer, market, and    |
|    |                                  |     process requirements.    |
+----+----------------------------------+------------------------------+
| ** | -   An effective, systematic     | -   Current performance is   |
| 70 |     approach, responsive to the  |     good to excellent in     |
| %, |     multiple requirements of the |     most areas of importance |
| 75 |     Item, is evident. (A)        |     to the Item              |
| %, |                                  |     requirements.            |
| 80 | -   The approach is well         |                              |
| %, |     deployed, with no            | -   Most improvement trends  |
| or |     significant gaps. (D)        |     and/or current           |
| 8  |                                  |     performance levels are   |
| 5% | -   Fact-based, systematic       |     sustained.               |
| ** |     evaluation and improvement   |                              |
|    |     and organizational learning  | -   Many to most reported    |
|    |     are key management tools;    |     trends and/or current    |
|    |     there is clear evidence of   |     performance              |
|    |     refinement and innovation as |     levels---evaluated       |
|    |     a result of                  |     against relevant         |
|    |     organizational-level         |     comparisons and/or       |
|    |     analysis and sharing. (L)    |     benchmarks---show areas  |
|    |                                  |     of leadership and very   |
|    | -   The approach is integrated   |     good relative            |
|    |     with your organizational     |     performance.             |
|    |     needs identified in response |                              |
|    |     to the other Criteria Items. | -   Organizational           |
|    |     (I)                          |     performance results      |
|    |                                  |     address most key         |
|    |                                  |     customer, market,        |
|    |                                  |     process, and action plan |
|    |                                  |     requirements.            |
+----+----------------------------------+------------------------------+
| ** | -   An effective, systematic     | -   Current performance is   |
| 90 |     approach, fully responsive   |     excellent in most areas  |
| %, |     to the multiple requirements |     of importance to the     |
| 95 |     of the Item, is evident. (A) |     Item requirements.       |
| %, |                                  |                              |
| ** | -   The approach is fully        | -   Excellent improvement    |
|    |     deployed without significant |     trends and/or sustained  |
| ** |     weaknesses or gaps in any    |     excellent performance    |
| or |     areas or work units. (D)     |     levels are reported in   |
| 10 |                                  |     most areas.              |
| 0% | -   Fact-based, systematic       |                              |
| ** |     evaluation and improvement   | -   Evidence of industry and |
|    |     and organizational learning  |     benchmark leadership is  |
|    |     are key organization-wide    |     demonstrated in many     |
|    |     tools; refinement and        |     areas.                   |
|    |     innovation, backed by        |                              |
|    |     analysis and sharing, are    | -   Organizational           |
|    |     evident throughout the       |     performance results      |
|    |     organization. (L)            |     fully address key        |
|    |                                  |     customer, market,        |
|    | -   The approach is well         |     process, and action plan |
|    |     integrated with your         |     requirements.            |
|    |     organizational needs         |                              |
|    |     identified in response to    |                              |
|    |     the other Criteria Items.    |                              |
|    |     (I)                          |                              |
+----+----------------------------------+------------------------------+

2006 Scoring Guidelines---Education criteria

+----+----------------------------------+------------------------------+
| *  | **PROCESS (For Use With          | **RESULTS (For Use With      |
| *S | Categories 1--6)**               | Category 7)**                |
| CO |                                  |                              |
| RE |                                  |                              |
| ** |                                  |                              |
+----+----------------------------------+------------------------------+
| ** | -   No systematic approach is    | -   There are no             |
| 0% |     evident; information is      |     organizational           |
| or |     anecdotal. (A)               |     performance results or   |
| 5% |                                  |     poor results in areas    |
| ** | -   Little or no deployment of   |     reported.                |
|    |     an approach is evident. (D)  |                              |
|    |                                  | -   Trend data are either    |
|    | -   An improvement orientation   |     not reported or show     |
|    |     is not evident; improvement  |     mainly adverse trends.   |
|    |     is achieved through reacting |                              |
|    |     to problems. (L)             | -   Comparative information  |
|    |                                  |     is not reported.         |
|    | -   No organizational alignment  |                              |
|    |     is evident; individual areas | -   Results are not reported |
|    |     or work units operate        |     for any areas of         |
|    |     independently. (I)           |     importance to your key   |
|    |                                  |     mission or               |
|    |                                  |     organizational           |
|    |                                  |     requirements.            |
+----+----------------------------------+------------------------------+
| ** | -   The beginning of a           | -   A few organizational     |
| 10 |     systematic approach to the   |     performance results are  |
| %, |     basic requirements of the    |     reported; there are some |
| 15 |     Item is evident. (A)         |     improvements and/or      |
| %, |                                  |     early good performance   |
| 20 | -   The approach is in the early |     levels in a few areas.   |
| %, |     stages of deployment in most |                              |
| or |     areas or work units,         | -   Little or no trend data  |
| 2  |     inhibiting progress in       |     are reported.            |
| 5% |     achieving the basic          |                              |
| ** |     requirements of the Item.    | -   Little or no comparative |
|    |     (D)                          |     information is reported. |
|    |                                  |                              |
|    | -   Early stages of a transition | -   Results are reported for |
|    |     from reacting to problems to |     a few areas of           |
|    |     a general improvement        |     importance to your key   |
|    |     orientation are evident. (L) |     mission or               |
|    |                                  |     organizational           |
|    | -   The approach is aligned with |     requirements.            |
|    |     other areas or work units    |                              |
|    |     largely through joint        |                              |
|    |     problem solving. (I)         |                              |
+----+----------------------------------+------------------------------+
| ** | -   An effective, systematic     | -   Improvements and/or good |
| 30 |     approach, responsive to the  |     performance levels are   |
| %, |     basic requirements of the    |     reported in many areas   |
| 35 |     Item, is evident. (A)        |     addressed in the Item    |
| %, |                                  |     requirements.            |
| 40 | -   The approach is deployed,    |                              |
| %, |     although some areas or work  | -   Early stages of          |
| or |     units are in early stages of |     developing trends are    |
| 4  |     deployment. (D)              |     evident.                 |
| 5% |                                  |                              |
| ** | -   The beginning of a           | -   Early stages of          |
|    |     systematic approach to       |     obtaining comparative    |
|    |     evaluation and improvement   |     information are evident. |
|    |     of key processes is evident. |                              |
|    |     (L)                          | -   Results are reported for |
|    |                                  |     many areas of importance |
|    | -   The approach is in early     |     to your key mission or   |
|    |     stages of alignment with     |     organizational           |
|    |     your basic organizational    |     requirements.            |
|    |     needs identified in response |                              |
|    |     to the other Criteria        |                              |
|    |     Categories. (I)              |                              |
+----+----------------------------------+------------------------------+
| ** | -   An effective, systematic     | -   Improvement trends       |
| 50 |     approach, responsive to the  |     and/or good performance  |
| %, |     overall requirements of the  |     levels are reported for  |
| 55 |     Item, is evident. (A)        |     most areas addressed in  |
| %, |                                  |     the Item requirements.   |
| 60 | -   The approach is well         |                              |
| %, |     deployed, although           | -   No pattern of adverse    |
| or |     deployment may vary in some  |     trends and no poor       |
| 6  |     areas or work units. (D)     |     performance levels are   |
| 5% |                                  |     evident in areas of      |
| ** | -   A fact-based, systematic     |     importance to your key   |
|    |     evaluation and improvement   |     mission or               |
|    |     process and some             |     organizational           |
|    |     organizational learning are  |     requirements.            |
|    |     in place for improving the   |                              |
|    |     efficiency and effectiveness | -   Some trends and/or       |
|    |     of key processes. (L)        |     current performance      |
|    |                                  |     levels---evaluated       |
|    | -   The approach is aligned with |     against relevant         |
|    |     your organizational needs    |     comparisons and/or       |
|    |     identified in response to    |     benchmarks---show areas  |
|    |     the other Criteria           |     of good to very good     |
|    |     Categories. (I)              |     relative performance.    |
|    |                                  |                              |
|    |                                  | -   Organizational           |
|    |                                  |     performance results      |
|    |                                  |     address most key         |
|    |                                  |     student, stakeholder,    |
|    |                                  |     market, and process      |
|    |                                  |     requirements.            |
+----+----------------------------------+------------------------------+
| ** | -   An effective, systematic     | -   Current performance is   |
| 70 |     approach, responsive to the  |     good to excellent in     |
| %, |     multiple requirements of the |     most areas of importance |
| 75 |     Item, is evident. (A)        |     to the Item              |
| %, |                                  |     requirements.            |
| 80 | -   The approach is well         |                              |
| %, |     deployed, with no            | -   Most improvement trends  |
| or |     significant gaps. (D)        |     and/or current           |
| 8  |                                  |     performance levels are   |
| 5% | -   Fact-based, systematic       |     sustained.               |
| ** |     evaluation and improvement   |                              |
|    |     and organizational learning  | -   Many to most reported    |
|    |     are key management tools;    |     trends and/or current    |
|    |     there is clear evidence of   |     performance              |
|    |     refinement and innovation as |     levels---evaluated       |
|    |     a result of                  |     against relevant         |
|    |     organizational-level         |     comparisons and/or       |
|    |     analysis and sharing. (L)    |     benchmarks---show areas  |
|    |                                  |     of leadership and very   |
|    | -   The approach is integrated   |     good relative            |
|    |     with your organizational     |     performance.             |
|    |     needs identified in response |                              |
|    |     to the other Criteria Items. | -   Organizational           |
|    |     (I)                          |     performance results      |
|    |                                  |     address most key         |
|    |                                  |     student, stakeholder,    |
|    |                                  |     market, process, and     |
|    |                                  |     action plan              |
|    |                                  |     requirements.            |
+----+----------------------------------+------------------------------+
| ** | -   An effective, systematic     | -   Current performance is   |
| 90 |     approach, fully responsive   |     excellent in most areas  |
| %, |     to the multiple requirements |     of importance to the     |
| 95 |     of the Item, is evident. (A) |     Item requirements.       |
| %, |                                  |                              |
| ** | -   The approach is fully        | -   Excellent improvement    |
|    |     deployed without significant |     trends and/or sustained  |
| ** |     weaknesses or gaps in any    |     excellent performance    |
| or |     areas or work units. (D)     |     levels are reported in   |
| 10 |                                  |     most areas.              |
| 0% | -   Fact-based, systematic       |                              |
| ** |     evaluation and improvement   | -   Evidence of education    |
|    |     and organizational learning  |     sector and benchmark     |
|    |     are key organization-wide    |     leadership is            |
|    |     tools; refinement and        |     demonstrated in many     |
|    |     innovation, backed by        |     areas.                   |
|    |     analysis and sharing, are    |                              |
|    |     evident throughout the       | -   Organizational           |
|    |     organization. (L)            |     performance results      |
|    |                                  |     fully address key        |
|    | -   The approach is well         |     student, stakeholder,    |
|    |     integrated with your         |     market, process, and     |
|    |     organizational needs         |     action plan              |
|    |     identified in response to    |     requirements.            |
|    |     the other Criteria Items.    |                              |
|    |     (I)                          |                              |
+----+----------------------------------+------------------------------+

**2006 Scoring Guidelines---HEALTH CARE criteria**

+----+----------------------------------+------------------------------+
| *  | **PROCESS (For Use With          | **RESULTS (For Use With      |
| *S | Categories 1 -- 6)**             | Category 7)**                |
| CO |                                  |                              |
| RE |                                  |                              |
| ** |                                  |                              |
+----+----------------------------------+------------------------------+
| ** | -   No systematic approach is    | -   There are no             |
| 0% |     evident; information is      |     organizational           |
| or |     anecdotal. (A)               |     performance results or   |
| 5% |                                  |     poor results in areas    |
| ** | -   Little or no deployment of   |     reported.                |
|    |     an approach is evident. (D)  |                              |
|    |                                  | -   Trend data are either    |
|    | -   An improvement orientation   |     not reported or show     |
|    |     is not evident; improvement  |     mainly adverse trends.   |
|    |     is achieved through reacting |                              |
|    |     to problems. (L)             | -   Comparative information  |
|    |                                  |     is not reported.         |
|    | -   No organizational alignment  |                              |
|    |     is evident; individual areas | -   Results are not reported |
|    |     or work units operate        |     for any areas of         |
|    |     independently. (I)           |     importance to your key   |
|    |                                  |     mission or               |
|    |                                  |     organizational           |
|    |                                  |     requirements.            |
+----+----------------------------------+------------------------------+
| ** | -   The beginning of a           | -   A few organizational     |
| 10 |     systematic approach to the   |     performance results are  |
| %, |     basic requirements of the    |     reported; there are some |
| 15 |     Item is evident. (A)         |     improvements and/or      |
| %, |                                  |     early good performance   |
| 20 | -   The approach is in the early |     levels in a few areas.   |
| %, |     stages of deployment in most |                              |
| or |     areas or work units,         | -   Little or no trend data  |
| 2  |     inhibiting progress in       |     are reported.            |
| 5% |     achieving the basic          |                              |
| ** |     requirements of the Item.    | -   Little or no comparative |
|    |     (D)                          |     information is reported. |
|    |                                  |                              |
|    | -   Early stages of a transition | -   Results are reported for |
|    |     from reacting to problems to |     a few areas of           |
|    |     a general improvement        |     importance to your key   |
|    |     orientation are evident. (L) |     mission or               |
|    |                                  |     organizational           |
|    | -   The approach is aligned with |     requirements.            |
|    |     other areas or work units    |                              |
|    |     largely through joint        |                              |
|    |     problem solving. (I)         |                              |
+----+----------------------------------+------------------------------+
| ** | -   An effective, systematic     | -   Improvements and/or good |
| 30 |     approach, responsive to the  |     performance levels are   |
| %, |     basic requirements of the    |     reported in many areas   |
| 35 |     Item, is evident. (A)        |     addressed in the Item    |
| %, |                                  |     requirements.            |
| 40 | -   The approach is deployed,    |                              |
| %, |     although some areas or work  | -   Early stages of          |
| or |     units are in early stages of |     developing trends are    |
| 4  |     deployment. (D)              |     evident.                 |
| 5% |                                  |                              |
| ** | -   The beginning of a           | -   Early stages of          |
|    |     systematic approach to       |     obtaining comparative    |
|    |     evaluation and improvement   |     information are evident. |
|    |     of key processes is evident. |                              |
|    |     (L)                          | -   Results are reported for |
|    |                                  |     many areas of importance |
|    | -   The approach is in early     |     to your key mission or   |
|    |     stages of alignment with     |     organizational           |
|    |     your basic organizational    |     requirements.            |
|    |     needs identified in response |                              |
|    |     to the other Criteria        |                              |
|    |     Categories. (I)              |                              |
+----+----------------------------------+------------------------------+
| ** | -   An effective, systematic     | -   Improvement trends       |
| 50 |     approach, responsive to the  |     and/or good performance  |
| %, |     overall requirements of the  |     levels are reported for  |
| 55 |     Item, is evident. (A)        |     most areas addressed in  |
| %, |                                  |     the Item requirements.   |
| 60 | -   The approach is well         |                              |
| %, |     deployed, although           | -   No pattern of adverse    |
| or |     deployment may vary in some  |     trends and no poor       |
| 6  |     areas or work units. (D)     |     performance levels are   |
| 5% |                                  |     evident in areas of      |
| ** | -   A fact-based, systematic     |     importance to your key   |
|    |     evaluation and improvement   |     mission or               |
|    |     process and some             |     organizational           |
|    |     organizational learning are  |     requirements.            |
|    |     in place for improving the   |                              |
|    |     efficiency and effectiveness | -   Some trends and/or       |
|    |     of key processes. (L)        |     current performance      |
|    |                                  |     levels---evaluated       |
|    | -   The approach is aligned with |     against relevant         |
|    |     your organizational needs    |     comparisons and/or       |
|    |     identified in response to    |     benchmarks---show areas  |
|    |     the other Criteria           |     of good to very good     |
|    |     Categories. (I)              |     relative performance.    |
|    |                                  |                              |
|    |                                  | -   Organizational           |
|    |                                  |     performance results      |
|    |                                  |     address most key patient |
|    |                                  |     and other customer,      |
|    |                                  |     market, and process      |
|    |                                  |     requirements.            |
+----+----------------------------------+------------------------------+
| ** | -   An effective, systematic     | -   Current performance is   |
| 70 |     approach, responsive to the  |     good to excellent in     |
| %, |     multiple requirements of the |     most areas of importance |
| 75 |     Item, is evident. (A)        |     to the Item              |
| %, |                                  |     requirements.            |
| 80 | -   The approach is well         |                              |
| %, |     deployed, with no            | -   Most improvement trends  |
| or |     significant gaps. (D)        |     and/or current           |
| 8  |                                  |     performance levels are   |
| 5% | -   Fact-based, systematic       |     sustained.               |
| ** |     evaluation and improvement   |                              |
|    |     and organizational learning  | -   Many to most reported    |
|    |     are key management tools;    |     trends and/or current    |
|    |     there is clear evidence of   |     performance              |
|    |     refinement and innovation as |     levels---evaluated       |
|    |     a result of                  |     against relevant         |
|    |     organizational-level         |     comparisons and/or       |
|    |     analysis and sharing. (L)    |     benchmarks---show areas  |
|    |                                  |     of leadership and very   |
|    | -   The approach is integrated   |     good relative            |
|    |     with your organizational     |     performance.             |
|    |     needs identified in response |                              |
|    |     to the other Criteria Items. | -   Organizational           |
|    |     (I)                          |     performance results      |
|    |                                  |     address most key patient |
|    |                                  |     and other customer,      |
|    |                                  |     market, process, and     |
|    |                                  |     action plan              |
|    |                                  |     requirements.            |
+----+----------------------------------+------------------------------+
| ** | -   An effective, systematic     | -   Current performance is   |
| 90 |     approach, fully responsive   |     excellent in most areas  |
| %, |     to the multiple requirements |     of importance to the     |
| 95 |     of the Item, is evident. (A) |     Item requirements.       |
| %, |                                  |                              |
| ** | -   The approach is fully        | -   Excellent improvement    |
|    |     deployed without significant |     trends and/or sustained  |
| ** |     weaknesses or gaps in any    |     excellent performance    |
| or |     areas or work units. (D)     |     levels are reported in   |
| 10 |                                  |     most areas.              |
| 0% | -   Fact-based, systematic       |                              |
| ** |     evaluation and improvement   | -   Evidence of health care  |
|    |     and organizational learning  |     sector and benchmark     |
|    |     are key organization-wide    |     leadership is            |
|    |     tools; refinement and        |     demonstrated in many     |
|    |     innovation, backed by        |     areas.                   |
|    |     analysis and sharing, are    |                              |
|    |     evident throughout the       | -   Organizational           |
|    |     organization. (L)            |     performance results      |
|    |                                  |     fully address key        |
|    | -   The approach is well         |     patient and other        |
|    |     integrated with your         |     customer, market,        |
|    |     organizational needs         |     process, and action plan |
|    |     identified in response to    |     requirements.            |
|    |     the other Criteria Items.    |                              |
|    |     (I)                          |                              |
+----+----------------------------------+------------------------------+

SCORE SUMMARY WORKSHEET---ALL SECTORS

> To enter data in this form, double click anywhere on the worksheet.
> Enter the Item percent scores in column B. Do not enter data in any
> other column. The worksheet should automatically calculate the
> appropriate scores based on the information you enter.

![](media/image2.wmf)

**ASQ Fax: 414-765-7214 ASQ Fedex Account #: 1795-1300-5**

Scoring Band Descriptors

***Band Band***

***Score Number Descriptors***

0--275 1 The organization demonstrates the early stages of developing
and implementing approaches to Category requirements, with deployment
lagging and inhibiting progress. Improvement efforts focus on problem
solving. A few important results are reported, but they generally lack
trend and comparative data.

276--375 2 The organization demonstrates effective, systematic
approaches responsive to the basic requirements of the Items, but some
areas or work units are in the early stages of deployment. The
organization has developed a general improvement orientation that is
forward looking. The organization obtains results stemming from its
approaches, with some improvements and good performance. The use of
comparative and trend data is in the early stages.

376--475 3 The organization demonstrates effective, systematic
approaches responsive to the basic requirements of most Items, although
there are still areas or work units in the early stages of deployment.
Key processes are beginning to be systematically evaluated and improved.
Results address many areas of importance to the organization's key
requirements, with improvements and/or good performance being achieved.
Comparative and trend data are available for some of these important
results areas.

476--575 4 The organization demonstrates effective, systematic
approaches responsive to the overall requirements of the Items, but
deployment may vary in some areas or work units. Key processes benefit
from fact-based evaluation and improvement, and approaches are being
aligned with organizational needs. Results address key
customer/stakeholder, market, and process requirements, and they
demonstrate some areas of strength and/or good performance against
relevant comparisons. There are no patterns of adverse trends or poor
performance in areas of importance to the organization's key
requirements.

576--675 5 The organization demonstrates effective, systematic,
well-deployed approaches responsive to the overall requirements of the
Items. The organization demonstrates a fact-based, systematic evaluation
and improvement process and organizational learning that result in
improving the effectiveness and efficiency of key processes. Results
address most key customer/stakeholder, market, and process requirements,
and they demonstrate areas of strength against relevant comparisons
and/or benchmarks. Improvement trends and/or good performance are
reported for most areas of importance to the organization's key
requirements.

676--775 6 The organization demonstrates refined approaches responsive
to the multiple requirements of the Items. These approaches are
characterized by the use of key measures, good deployment, evidence of
innovation, and very good results in most areas. Organizational
integration, learning, and sharing are key management tools. Results
address many customer/stakeholder, market, process, and action plan
requirements. The organization is an industry\* leader in some results
areas.

776--875 7 The organization demonstrates refined approaches responsive
to the multiple requirements of the Items. It also demonstrates
innovation, excellent deployment, and good-to-excellent performance
levels in most areas. Good-to-excellent integration is evident, with
organizational analysis, learning, and sharing of best practices as key
management strategies. Industry\* leadership and some benchmark
leadership are demonstrated in results that address most key
customer/stakeholder, market, process, and action plan requirements.

876--1,000 8 The organization demonstrates outstanding approaches
focused on innovation, full deployment, and excellent, sustained
performance results. There is excellent integration of approaches with
organizational needs. Organizational analysis, learning, and sharing of
best practices are pervasive. National and world leadership is
demonstrated in results that fully address key customer/stakeholder,
market, process, and action plan requirements.

\*Industry refers to other organizations performing substantially the
same functions, thereby facilitating direct comparisons.

**PROCESS ITEM EVALUATION TOOL**

To ensure a more holistic evaluation of the Item, answer the following
questions before finalizing your 6--10 comments. You should be able to
strengthen and clarify comments using insights gained from answering the
questions. Provide evidence from the applicant's response to support
your comments, citing the applicant's exact wording whenever possible.

**"Approach" refers to the methods used by an organization to address
the Baldrige Criteria Item requirements. Approach includes the
appropriateness of the methods to the Item requirements and the
effectiveness of their use.**

-   What approach or collection of approaches is discussed?

-   What areas of the Criteria Item does the approach address (e.g.,
    1.1a, 1.1b)?

-   Is the approach systematic (with repeatable steps, inputs, outputs,
    and time frames and designed to allow evaluation, improvement, and
    sharing)?

-   Is there evidence that the approach is effective?

-   Is this approach (or collection of approaches) a key organizational
    process? Is the approach important to the applicant's overall
    performance? (If yes, clearly state why it is important and cite the
    key factors used to support your position.)

-   Are any of the multiple requirements of the Item that are not
    addressed (gaps) important to the applicant?

**"Deployment" refers to the extent to which an approach is applied in
addressing the requirements of a Baldrige Criteria Item. Deployment is
evaluated on the basis of the breadth and depth of application of the
approach to relevant work units throughout the organization.**

-   What information is provided to show what is done in different parts
    of the organization to confirm the approach is deployed (shared or
    spread) throughout the organization? Does this information indicate
    the approach is in the early stages of deployment, well deployed but
    with some variation among areas/work units, well deployed with no
    significant gaps, or fully deployed?

**"Learning" refers to new knowledge or skills acquired through
evaluation, study, experience, and innovation. Organizational learning
is achieved through research and development; evaluation and improvement
cycles; ideas and input from faculty, staff, students, and other
stakeholders; best practice sharing; and benchmarking. Personal learning
(for faculty and staff) is achieved through education, training, and
developmental opportunities. To be effective, these types of learning
should be embedded in the way an organization operates.**

-   Has the approach been evaluated and improved? If yes, are the
    evaluation and improvement conducted in a fact-based, systematic
    manner (e.g., regular, recurring, data driven)?

-   Is there evidence of organizational learning (i.e., evidence that
    the learning from this approach is shared with other organizational
    units/other work processes)? Is there evidence of innovation and
    refinement from organizational analysis and sharing (i.e., evidence
    the learning actually is used to drive innovation and refinement)?

**"Integration" refers to the harmonization of plans, processes,
information, resource decisions, actions, results, and analyses to
support key organization-wide goals. Effective integration goes beyond
alignment and is achieved when the individual components of a
performance management system operate as a fully interconnected unit.**

-   How well is the approach aligned with the applicant's organizational
    needs identified in the other Criteria Items and the Organizational
    Profile? How well is the approach integrated with these needs?
    (Examples of needs are strategic challenges, objectives, and related
    action plans; organizational mission, vision, and values; key
    processes and measures; key customer/market segments and
    requirements; and employee groups and requirements.)

# **RESULTS MATRIX**

> Place a check mark in the appropriate column to indicate whether the
> figure includes the particular element.

<table>
<colgroup>
<col style="width: 13%" />
<col style="width: 14%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 3%" />
<col style="width: 3%" />
<col style="width: 3%" />
<col style="width: 3%" />
<col style="width: 6%" />
<col style="width: 5%" />
<col style="width: 6%" />
<col style="width: 4%" />
<col style="width: 4%" />
<col style="width: 11%" />
</colgroup>
<tbody>
<tr class="odd">
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="5">Comparisons</td>
<td colspan="3">Segmentation</td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>Measure</td>
<td>Figure</td>
<td><blockquote>
<p>Levels</p>
</blockquote></td>
<td><blockquote>
<p>Trends</p>
</blockquote></td>
<td><blockquote>
<p>Industry Average</p>
</blockquote></td>
<td><blockquote>
<p>Competitors</p>
</blockquote></td>
<td><blockquote>
<p>Best-in-class</p>
</blockquote></td>
<td><blockquote>
<p>Benchmarks</p>
</blockquote></td>
<td><blockquote>
<p>Other</p>
</blockquote></td>
<td><blockquote>
<p>Group A</p>
</blockquote></td>
<td><blockquote>
<p>Group B</p>
</blockquote></td>
<td><blockquote>
<p>Group C</p>
</blockquote></td>
<td><blockquote>
<p>Linkage</p>
</blockquote></td>
<td><blockquote>
<p>Gap</p>
</blockquote></td>
<td>Comments</td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
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</tr>
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</tr>
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</tr>
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</tr>
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</tr>
</tbody>
</table>

**Le, T, C, Li, G Definitions**

**Le = Performance Levels**

"Performance levels" refer to numerical information that places or
positions an organization's results and performance on a meaningful
measurement scale. Performance levels permit evaluation relative to past
performance, projection goals, and appropriate comparisons.

**T = Trends**

"Trends" refer to numerical information that shows the direction and
rate (slope of trend data) and breadth (how widely deployed and shared)
of performance improvements. A minimum of three data points generally is
needed to begin to ascertain a trend. More data points are needed to
define a statistically valid trend.

**C = Comparisons**

"Comparisons" refer to establishing the value of results by their
relationship to similar or equivalent measures. Comparisons can be made
to results of competitors, industry averages, or best-in-class
organizations. The maturity of the organization should help determine
what comparisons are most relevant.

**Li = Linkages**

"Linkages" refer to a connection to important customer, product and
service, market, process, and action plan performance requirements
identified in the Organizational Profile and in Process Items.

**G = Gaps**

"Gaps" refer to the absence of results addressing specific areas of
Category 7 Items, including the absence of results on key measures
discussed in Categories 1--6 (e.g., measures of key approaches and key
processes and progress relative to strategic objectives, challenges, and
action plans).

**CHECKLIST**

**Before you return this scorebook to ASQ:**

\_\_\_ If this is a Stage 1 review, have you scored each Item in
increments of 5% (e.g., 15%, 20%, 35%)?

*Before you post your scorebook to [the secure web site]{.underline},
make sure you have completed the following:*

\_\_\_ the cover sheet of the scorebook (with the appropriate Criteria
and process stage checked)

\_\_\_ the signed Conflict of Interest Statement

\_\_\_ the Key Factors Worksheet

\_\_\_ the Key Themes Worksheet

\_\_\_ Item Worksheets for all Items

\_\_\_ the Score Summary Worksheet

\_\_\_ the checklist

Post your completed scorebook to
<https://rproxy.nist.gov/examinerdepot/>.

Be sure to include your name and the applicant number on the Score
Summary Worksheet.