FINAL REPORT

ASSESSMENT OF LEADERSHIP ATTITUDES ABOUT

THE BALDRIGE NATIONAL QUALITY PROGRAM

Submitted to the

National Institute of Standards and Technology

Malcolm Baldrige National Quality Program

by

Booz Allen Hamilton

December 31, 2003
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TABLE OF CONTENTS

EXECUTIVE SUMMMARY.......................................................................................................................3

INTRODUCTION ........................................................................................................................................4

OBJECTIVES...............................................................................................................................................4

SUMMARY OF METHODOLOGY............................................................................................................5

KEY FINDINGS...........................................................................................................................................5

Telephone Interviews with Award Recipients............................................................................ 5

Online Survey of Quest for Excellence XV Conference Participants ...................................... 13

Telephone Survey of Fortune 1000 Executives........................................................................ 15

Online Surveys of Education, Health Care, and Small Business Leaders................................ 16

CONCLUSIONS.........................................................................................................................................22

RECOMMENDATIONS............................................................................................................................22

APPENDIX A: DESCRIPTION OF ASSESSMENT METHODOLOGY ................................................24

APPENDIX B: REVIEW OF EXISTING RESEARCH ............................................................................28

APPENDIX C: INTERVIEW AND SURVEY QUESTIONS ...................................................................35

APPENDIX D: DETAILED RESULTS FROM THE QUEST FOR EXCELLENCE XV CONFERENCE

SURVEY.....................................................................................................................................................44

APPENDIX E: DETAILED RESULTS FROM THE EDUCATION, HEALTH CARE AND SMALL

BUSINESS SURVEYS ..............................................................................................................................52
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EXECUTIVE SUMMMARY

This assessment examined the attitudes and perceptions of senior leaders toward the Malcolm Baldrige

National Quality Award and the Baldrige Criteria for Performance Excellence. The organizations

included in the assessment ranged from Baldrige Award recipients who had the highest level of

involvement with the program to those with little or no program involvement. In-depth telephone

interviews and online and telephone surveys were used to collect feedback from senior leaders in these

organizations.

The assessment found that throughout the country, the Baldrige Award enjoys very broad, positive

recognition among leaders in each of the Baldrige Award-eligible sectors: manufacturing, service,

education, health care, and small business. More than 70 percent of leaders surveyed among Fortune 1000

companies said they are likely to use the Criteria for Performance Excellence. Approximately 80 percent

of respondents who attended the program’s Quest for Excellence XV Conference said their organizations

use the Criteria for Performance Excellence or intend to do so in the future.

In certain sectors, however, leaders’ awareness of the Baldrige Award is much broader than it is deep. For

example, in 50 to 80 percent of the education, health care and small business organizations surveyed,

leaders had little or no familiarity with the Criteria for Performance Excellence. Leaders in these sectors

also indicated varying degrees of uncertainty regarding the value of the Baldrige Award or the Criteria for

Performance Excellence. Among Fortune 1000 companies, nearly 8 in 10 (primarily service

organizations) said they did not intend to apply for the Baldrige Award in 2004.

Leaders most familiar and involved with the Baldrige Program suggested that the greatest barriers to

organizations applying for the Baldrige Award or using the Criteria for Performance Excellence are:

• Lack of familiarity with the criteria and lack of adequate understanding of the Award; and

• Perceived complexity and cost of implementing the Criteria and applying for the Award.

These results point to opportunities for the program to address and resolve questions, issues and

misperceptions with clear, strategic, targeted and measured communication. The assessment concludes

with recommendations to accomplish such communication. These recommendations focus primarily on:

• Assessing the program’s current marketing and stakeholder relations profile;

• Updating the program’s marketing, promotion and/or outreach objectives to reflect current

performance trends and drivers;

• Employing a targeted marketing and/or stakeholder relations strategy for achieving intended

results; and

• Re-assessing levels of familiarity and perceived program value among target sectors/stakeholders.
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INTRODUCTION

Booz Allen Hamilton Inc. (Booz Allen), under contract with the National Institute of Standards and

Technology (NIST), has conducted an assessment of leadership attitudes about the Malcolm Baldrige

National Quality Award (MBNQA) program and the Criteria for Performance Excellence. We are pleased

to submit this final assessment report to NIST and are confident it will contribute valuable information

and insight regarding the Baldrige Program’s status, considerable strengths, and distinct challenges

relating to leadership perceptions and attitudes in today’s marketplace.

Booz Allen consulted closely with NIST to identify major questions of interest and methodological

direction for the assessment. Several factors were influential in defining our priorities. First, there were

two populations of major interest to NIST: recipients of the Baldrige Award, and participants in the Quest

for Excellence Conference XV, held March 30 to April 2, 2003. Members of these groups had been

involved with the program to greater and lesser degrees, and their contact information was readily

available. Second, NIST wanted to know the attitudes and perceptions of leaders who were not involved

in the program, those who were prospective Baldrige Award candidates. Contact information for these

leaders was available only through marketing lists or custom-designed samples. Third, time frames for

this assessment were subject to several external forces, including approval of survey questions from the

Office of Management and Budget. We worked within these parameters and presented a briefing of

preliminary results to the MBNQA Board of Overseers on December 17, 2003. This report includes the

results of the leadership attitude assessment, as well as material prepared specifically to address several

comments and questions raised during that briefing.

In preparation for this assessment, Booz Allen conducted a review of existing research and reporting on

the Baldrige Program and leadership attitudes toward it. That review (submitted to NIST in July 2003)

concluded that relatively little research has been conducted about leadership perceptions of the MBNQA

or the Criteria for Performance Excellence. The research that exists, as expected, has been sponsored

directly or indirectly by NIST, or supported by publications focusing on quality management issues. This

review of existing research reinforced the need for a current assessment of leadership attitudes. A copy of

the review is found in Appendix A.

OBJECTIVES

Our NIST clients agreed on the following research questions, which provided the general direction for the

assessment. A few of the research questions explore leadership attitudes about performance generally.

Most of the research questions approach the Criteria for Performance Excellence and the Baldrige

National Quality Award as two separate issues and address each in relation to relevant leadership attitudes

and actions.

• What do senior leaders perceive as their organizations’ performance improvement needs?

• How do senior leaders perceive the Criteria for Performance Excellence?

• What factors influence senior leaders’ decisions whether to use the Criteria?

• What factors have the most influence on successful implementation of the Criteria?

• How do senior leaders perceive the MBNQA?

• What factors influence senior leaders’ decisions whether to apply for the MBNQA?

• What do senior leaders perceive as the factors contributing most to organizational results?

• What do senior leaders perceive as the greatest obstacles to achieving organizational results?
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SUMMARY OF METHODOLOGY

Below are the assessment’s target audiences, assessment methods, and response results for each audience.

Target Audience Assessment Methods Results

Past MBNQA recipients Structured telephone interviews 26 MBNQA in-depth, structured

interviews

QE XV participants Online survey: participant email list 213 QE XV conference participants

responses (39% response rate)

Fortune 1000 executives Telephone survey: Wirthlin

Omnibus interviews with Fortune

1000 executives

150 Fortune 1000 executive

interviews

Leaders from education, health care,

and small business

Online survey: targeted commercial

distribution lists

Education: 126 respondents (two

lists:

2.3% response rate for the first,

.08% response rate for the second)

Health care: 62 respondents (2.7%

response rate)

Small business: 55 respondents

(2.1% response rate)

A description of the assessment methodology is found in Appendix B. Questions used in the interviews

and surveys are found in Appendix C. Appendix D contains detailed results from the QE XV survey, and

Appendix E contains detailed results from surveys of education, health care, and small business leaders.

KEY FINDINGS

TELEPHONE INTERVIEWS WITH AWARD RECIPIENTS

Preliminary analysis of interviews conducted with Baldrige Award recipients indicates several trends.

• First, recipients place very high value on the feedback they received from examiners. Many

recipients said that while the Baldrige Award is the “icing on the cake,” they saw a

comparable or even greater benefit from feedback received through the application and

review process.

• Second, recipients expressed solid support for, and belief in, the Baldrige approach. They

described the Criteria as unique, encompassing and well-founded, more than ample to address

the performance needs of virtually any organization.

• Third, recipients observed that other organizations may hold misperceptions about the Award

or the Criteria, particularly regarding the complexity of the Criteria, the need for and value

associated with the application process and feedback, and the applicability of the Criteria to

organizations in non-manufacturing fields.
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• Fourth, recipients expressed willingness to support the program in its stakeholder relations

efforts, and suggested that increased marketing and promotion of the Award and the Criteria

may offer significant benefits to the program.

Below are a series of graphs that represent the relative differences among Baldrige Award recipient

respondents, in terms of their attitudes toward the program and their perceptions of how other

organizations see the program.

Interpretive Note: We have translated the qualitative information from Award recipient interviews into

graph form only to emphasize the relative differences among certain attitudes and perceptions. The reader

should not interpret these graphs as representing any group or population other than the 26 Award

recipient respondents interviewed. To help prevent any misinterpretation and to focus attention on the

relationship among responses, the graphs include no frequency data for each response.

Most Award recipient respondents said before discovering the Criteria their organizations were

already focused, to a large degree, on improving their performance. They seemed primed to

recognize and accept the Baldrige Criteria. This “predisposition” toward quality, most often

associated with larger organizations, was the primary reason respondents said they began using

the Criteria. Senior leadership commitment and support as well as other reasons are shown below.

Recommended by a third party or consultant

Organization w as looking for a model to build

their performance management approach on

Finances or competition led to using Criteria

CEO or senior leadership chose Criteria as the

w ay to go

Internal performance culture and expectations

and needs led to using Criteria

Main reason respondents began using

the Criteria

Award recipient respondents identified two major benefits or advantages of using the Baldrige

Criteria. They were the Criteria’s ability to bring together all aspects of an organization’s

performance into one strategic perspective and the recognition of the Criteria’s excellence as a

model for performance measurement. Clearly, Award recipients understand the value of the

Criteria to improve and link together business processes.

Using the Criteria leads to results like productivity

or revenue; high ROI

Criteria are w ell-suited to the manage-ment

needs of an organization

Excellent quality and/or performance

measurement model

Holistic, encompassing approach; links all

aspects of performance together

Summary of respondents' listing of the

advantages of using the Criteria
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Adopting the Criteria’s holistic perspective was challenging, according to respondents, both in

terms of the cultural change and the learning curve required. Smaller organizations especially

noted the difficulty in grasping the language or concepts described by the Criteria. Said one

respondent, "filling out the application is a son of a gun – it’s long and tough to get people past

that – to the value of the feedback."

Nevertheless, respondents were quick to point out that the Criteria became clear once they

invested the time and persistence in reading and applying them. In fact, respondents were

generally hesitant to assign any disadvantage to the Criteria at all. The “journey” of learning

associated with the Criteria, as many put it, was the key benefit of using the Criteria in the first

place.

Over-measurement (of things that didn’t matter

as much)

None

Complex and difficult to understand at first

(esp. for smaller organizations)

Cultural and/or operational changes required to

use the Criteria

Summary of respondents' listing of the

disadvantages of using the Criteria

Respondents typically cited the personal contacts or investigations of their CEOs or senior

leadership as how their organization learned about the Criteria for Performance Excellence. Many

organizations, particularly those who won the Baldrige Award in the ‘80s or early ‘90s, seemed to

be aware of the Criteria through the “quality revolution” and the accompanying notoriety of the

Baldrige Award.

MBNQP

Customers or suppliers

Other users

Media or general aw areness

Personal contacts or investigation

How respondents learned about the

Criteria

When asked whether their organization had used other performance approaches before using the

Baldrige Criteria, respondents commonly cited at least one, often an internal approach designed

by the organization itself. Virtually all respondents commented on how the Baldrige Criteria was

the logical “next step” in their performance evolution, or how it helped tie together the various

tools they had used previously.
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Quality imprvmt teams, process mapping, re-engnring

Statistical process control

State criteria

LEAN

BSC

Crosby approach

Six Sigma

TQM/CQI

ISO

Custom internal approach

Other performance management approaches used

in the past by respondents

When asked why they thought other organizations may decide not to use the Criteria, respondents

cited the Criteria’s complexity and cost as the primary reasons. One sentiment expressed was that

the Criteria were written for “NASA not a hotel chain.”

Lack of awareness of the Criteria and their value were next in importance. Echoing a perception

that many respondents applied to the Baldrige Award as well, one organizational spokesperson

said, "Baldrige is the best kept secret in town."

Criteria don’t promise quick solutions

Cost (poor economy, business dow nturn)

The language of the Criteria is business (esp. mfg)

oriented

Criteria are misperceived as outdated or irrelevant, not

needed

Lack of adequate aw areness of Criteria or

understanding of their value

Criteria are complex, require resources, investment to

learn and use

Respondents' perceptions of why otherorganizations may decide not to use the

Criteria

Respondents cited two main keys to success in implementing the Criteria for Performance

Excellence: Senior leadership support and infusion of the Criteria into the organizational culture

through internal communication and promotion. Leadership elicited the strongest responses: "It

really came from the top, our CEO was passionate about improvement."

Other important aspects of implementation listed by respondents are listed below.
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Organizational alignment

Teams or individuals focused on the Criteria

Keeping the process simple, integrate it w ith your

ow n approach

Employee/ staff involvement, support

Building/ strengthening a culture of quality

CEO, leadership support

Internal communication about the Criteria

Summary of respondents' listing of the key to

successfully implementing the Criteria

Respondents said the greatest problems they encountered when attempting to implement the

Criteria were the learning curve associated with the Criteria themselves, the necessary culture

change required to implement the Criteria, and acceptance of the Criteria among employees and

staff.

Fit to our

organization

Employee/

staff

acceptance

Organizational

change

Complexity/

understanding

Respondents' listing of problems their

organizations encountered when first

implementing the Criteria

When asked about the benefits or advantages of winning the Baldrige Award, respondents listed

the marketing, publicity, and networking that accompany the Award as an overwhelming benefit.

One respondent said, "The reward of it all has just been amazing. Being able to share and have

validation of what's been happening and being able to reach so many more organizations that

have had the same experience. Having opportunities to get out to places that probably would

never have considered speaking to a small school district from Alaska."

It was clear, however, that the internal advantages of being an Award recipient were equally

important, from the improvements in business processes and the corresponding business results,

to the pride and morale boost from winning, to the feedback from the site examination process.
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Netw orking w ith other high-performance

organizations

Feedback from examiners/ site visits

Internal staff/ employee morale, affirmation, pride

Improved organizational processes, results

Interest in organization from outside; marketing /pr

value

Summary of respondents' listing of the

advantages of winning the Baldrige

National Quality Award

As expected, respondents found little of anything to describe as a disadvantage of receiving the

Baldrige National Quality Award. Respondents’ most common “drawback” was the dramatic rise

in expectations of their performance as Award recipients. Many respondents said that once you’re

known as an Award winner, if you screw up, it's a “Baldrige-sized screw up.” Respondents said

they’ve heard the following backlash from customers or stakeholders: “This is not what I expect

of a Baldrige recipient!” "Why are you chasing awards when the quality is not where it should

be?"

Respondents also noted the cost and resource-intensiveness of winning, including the travel and

staff presence required. Several respondents (especially smaller organizations) talked about how

the recognition of winning the Award resulted in valuable personnel being recruited away by

other firms. The immediate deluge of requests for information and meetings were both

unanticipated and overwhelming to some recipients, particularly smaller organizations. One

recipient said that a drawback "especially for a small organization like us, is not being prepared

for the overwhelming requests for information coming from all over the world...all we wanted

was a feedback report!"

Many recipients reacted negatively to the widespread practice of consultants requesting

information and then using that information in marketing their services to the Award recipient

organization.

A few recipients noted the potential of the Award and the Award application process to “get in

the way” of the whole intent of the Award – performance excellence. Several others lamented the

fact that recipients must wait a long time before receiving another feedback report.

A health care organization spokesperson offered a unique perspective on receiving the Baldrige

Award, explaining that they hadn’t been able to leverage the value of the award as much as other

more well-known companies. The organization’s view was that consumers may better understand

a list like the top 100 hospitals, but they don't understand the Baldrige Award or understand what

it means for them.
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Waiting period for next feedback report

Potential to distract from business at hand (both

applying and w inning)

The overw helming response to w inning the Aw ard

(neg. reaction to consultants)

Applying and w inning are resource-intensive (costly

to HR as w ell)

Due to publicity, internal and external performance

expectations are higher

Summary of respondents' listing of thedisadvantages of winning the Baldrige

National Quality Award

Respondents said that other organizations may think the Baldrige Award is too costly in terms of

the time and resources it takes to apply. As with the Criteria, respondents also said that other

organizations may misperceive the Award as not being relevant to today’s “quick fix” business

environment. Other respondents said that organizations may just use the Criteria and ignore the

Award, perhaps thinking that the Award is unattainable, a “Mount Everest” that isn’t worth the

time and effort to pursue.

Some respondents suggested that the program should increase its marketing efforts, that someone

needs to “figure out how to brand Baldrige.” Respondents seemed very willing to assist in any

way they could.

Aw ard may be perceived as unreachable, only for the best

of the best

Organizations may choose to just use the Criteria and not

apply for the Aw ard

Perceived risk of losing self esteem, confidence if they

don’t w in

Misperception of the Aw ard as not w orth pursuing; not a

quick fix; or perhaps just a medal

Perception of the cost and time to apply, including attending

QE, more time and cost if you w in

Respondents' perceptions of why other

organizations may decide not to apply for the

Award

When asked about their organization’s attention to performance improvement after receiving the

Baldrige Award, most recipients said they continue to focus on performance and have made

progress since. Several said there was a drop in that level of attention shortly after receiving the

Award. Of those, a few said they had rebounded and come back to exceed their former level of

focus on performance excellence.
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Declined

period

Declined in

the short

period after

the Aw ard

Have since

increased

and

progressed

Respondents' description of whether their

organizational focus on performance

improvement, after winning the Award,

has strengthened or eroded

When asked whether their organizations still use the Criteria, most respondents answered in the

affirmative. About half as many respondents said they use the Criteria informally or no longer use

the Criteria. Reasons for not using the Criteria or using them less formally ranged from leadership

changes to economic factors to organization-wide transformations.

No, but using something similar to the Criteria

Yes but to a much lesser extent 

No

Yes, but not formally

Yes, to the same extent or greater

Respondents' description of the degree to

which their organizations are still using

the Criteria

When asked about the difference between organizations that achieve intended results and those

that don’t, respondents often cited the Criteria as having shaped their organization’s perspective

on the issue. Leadership and strategic alignment were most often mentioned. A results-focused

commitment, discipline to plan for the long-term, and commitment to people were also

mentioned.
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Commitment to people

Discipline (not just focused on the short-term)

Focus on results and a commitment to excellence

Strategic alignment of vision, objectives, roles

Leadership

Respondents' perceptions of the difference

between organizations that achieve

desired results and those that don't

ONLINE SURVEY OF QUEST FOR EXCELLENCE XV CONFERENCE PARTICIPANTS1

Nearly 8 in 10 (77 percent) Quest for Excellence XV Participant Respondents (QE Respondents) said

their organizations use the Criteria for Performance Excellence to a moderate or greater extent. Eightyfour percent said their organizations will do so in the future.

Almost 4 in 10 (36 percent) QE Respondents reported a high or very high level of success in

implementing the Criteria for Performance Excellence in their organization. About the same percentage

(38 percent) rated their success implementing the Criteria as average.

QE Respondents cited the leading factors that they thought would discourage use of the Criteria for

Performance Excellence:

Time/effort to understand 65.6%

Lack of familiarity 60.8%

Implementation/application complexity 50.3%

Requirement of extensive CEO/leadership involvement 34.4%

Belief that Criteria are tied to Award application 30.2%

Low perceived value 21.2%

Belief that the Criteria are not applicable 19%

Cost of implementation 15.9%

Preference for other approach 14.8%

Other 11.1%

Need for Board of Directors approval 2.6%

QE Respondents cited the leading factors that they thought would discourage application for the Baldrige

Award:

 

1 Note: The QE Participants survey included neither Baldrige Award recipients nor employees of the National Institute of

Standards and Technologies
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Time/effort to understand 61%

Implementation/application complexity 51.9%

Requirement of extensive CEO/leadership involvement 46%

Lack of familiarity 45.5%

Belief that the Award is not applicable 22.5%

Low perceived value 20.3%

Preference for other approach 15.5%

Cost of implementation 13.4%

Other 11.8%

Need for Board of Directors approval 4.3%

QE Respondents listed the factors they thought have the greatest influence on successful

implementation of the Criteria:

Senior leadership commitment 79.6%

Extensive CEO/senior leadership involvement 76.3%

Effective internal communication of the Criteria 49.5%

Employee buy-in 48.9%

QE Respondents listed the Criteria they think have the greatest potential impact on

organizational success:

Leadership commitment 66.5%

Strategic planning 64.3%

Customer/stakeholder/patient/student focus 59.5%

Analysis of performance data 50.8%

Business process management 48.1%

Employee/staff focus 41.6%

Institutional knowledge management 24.9%

QE Respondents listed the Criteria they think pose the greatest challenges to achieving results:

Business process management 44.3%

Analysis of performance data 41.1%

Leadership commitment 28.6%

Employee/staff focus 28.6%

Strategic planning 27.6%

Customer/stakeholder/patient/student focus 25.4%

Institutional knowledge management 20.5%

QE Participants said the following materials or activities had influenced their opinion of the

Baldrige National Quality Program:

Experience of past winners 92.6%

QE Conference 91.5%

State/local programs 69.1%

Presentations 68.7%

Booklets 62.4%

Stock study 50.5%

Regional conferences 39.5%
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Sixty percent of QE Respondents said their organization has used, at least to a moderate extent,

performance standards other than the Criteria for Performance Excellence.

TELEPHONE SURVEY OF FORTUNE 1000 EXECUTIVES

More than 7 in 10 (71 percent) Fortune 1000 executive respondents said their companies are

likely to use the Criteria for Performance Excellence. Slightly more executives from

manufacturing organizations (76 percent) than service organizations (62 percent) reported they

are likely to employ the Criteria. Similarly, those organizations with more than 10,000 employees

(74 percent) are more likely than those with fewer than 10,000 employees (68 percent) to use the

Criteria.

Executive respondents who said they are likely to use the Criteria for Performance Excellence

give the following reasons for their intentions: The Criteria are consistent and accepted (46

percent of responses); and having these measures helps our company (31 percent of responses).

More specifically, the most common reason respondents gave was their organization’s

commitment to performance or operational excellence. These executive respondents clearly

associate the Criteria with performance excellence. Another top reason given was the perception

that the Criteria represent good benchmarks or measurement standards. The third-most frequent

reason given was the respondent’s organization already uses the Criteria.

The table below lists the most frequently cited reasons executive respondents gave as reasons

they are likely to use the Criteria for Performance Excellence.

Why executives said they are likely to use the

Criteria for Performance Excellence

Manufacturing Service

We strive for performance/operational

excellence

18% 14%

Good benchmarks/standards to measure against 9% 18%

We already use these Criteria 15% 11%

They are good operating principles/criteria 9% 7%

Quality/good quality measures are important 6% 9%

Not familiar with the Criteria for Performance

Excellence*

6% 9%

We use our own/other methods to measure

progress/performance*

12% 2%

* While explaining that they were likely to use the Criteria for Performance Excellence, some

respondents qualified their answers by noting that they are still generally unfamiliar with the

Criteria, or that they currently use other performance measures or methods.

Executive respondents whose companies are not likely to use the Criteria for Performance

Excellence explained that they rely on their own standards or measures already in place (29

percent); are unfamiliar with the Criteria (29 percent); or think the Criteria do not apply or are

not important to them (15 percent). Nearly all companies reporting unfamiliarity with the

Criteria are service companies.

In contrast to their expressed likelihood of using the Criteria for Performance Excellence, nearly

2 in 10 (17 percent) Fortune 1000 executive respondents said their companies are likely to

apply for the 2004 Baldrige Award. Those companies that say they are very or somewhat likely
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to apply for the Baldrige Award tend to be the largest companies, with revenues of $5 billion or

more.

Conversely, nearly 8 in 10 (79 percent) Fortune 1000 executive respondents said their

companies are unlikely to apply for the 2004 Baldrige Award. These companies tend to

belong to the service sector, as opposed to manufacturing companies.

ONLINE SURVEYS OF EDUCATION, HEALTH CARE, AND SMALL BUSINESS LEADERS

Nearly one half of education leader respondents (48.2 percent) had a moderate or high level of

familiarity with the Baldrige National Quality Award.

About the same percentage (48.4 percent) of education leader respondents were familiar with

the Criteria for Performance Excellence. Of those, a third said they did not use the Criteria and

about 13 percent reported using the Criteria in their work.

Health care leader respondents reported similar differences among familiarity with the Award,

the Criteria, and use of the Criteria. Small Business leader respondents, however, showed a

relatively greater lack of familiarity and use of the Criteria.

 Familiarity

Education Health Care Small Business

Moderate or higher familiarity with the award 48.2% 35.4% 40.1%

Familiar with Criteria but do not use them 33% 23.5% 12.2%

Use the Criteria 13.4% 13.7% 8.2%

Familiarity

0

10

20

30

40

50

60

Education Health Care Small

Business

Percent

Moderate or higher

familiarity with the award

Familiar with Criteria but

do not use them

Use the Criteria

Among education leader respondents, there are divergent views regarding the extent to which

four well-known performance approaches are relevant to their field. Education leader respondents

generally view the Baldrige Criteria for Performance Excellence as more relevant to their field

than three other well-known performance approaches. On the other hand, there is a high level of

uncertainty or unfamiliarity among these respondents about relevancy of the performance

approaches in the first place. The Baldrige Criteria involve the least amount of uncertainty or

unfamiliarity among the four approaches.
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Relevance of Performance Approaches to Education Organizations

Baldrige

Criteria

Six

Sigma

ISO

9000

Balanced

Scorecard

Very to somewhat relevant 46.7 15.8 11 24

Don't Know 37.1 60 53 57.3

Relevance of Performance Approaches to 

Education Organizations

0

10

20

30

40

50

60

70

Baldrige

Criteria

Six Sigma ISO 9000 Balanced

Scorecard

Percent

Very to somewhat

relevant

Don't Know

A similar set of divergent views, although less pronounced than among education leader

respondents, exists among health care leader respondents. The Baldrige Criteria are seen as

slightly more relevant than other performance approaches, yet a high level of uncertainty exists

regarding the relevancy of all approaches in general.

 Relevance of Performance Approaches to Health Care Organizations

Baldrige

Criteria

Six

Sigma

ISO

9000

Balanced

Scorecard

Very to somewhat relevant 37.7% 23% 31.2% 22.1%

Don't Know 44.3% 52.5% 44.3% 61%

Relevance of Performance Approaches to Health Care 

Organizations

0

10

20

30

40

50

60

70

Baldrige

Criteria

Six Sigma ISO 9000 Balanced

Scorecard

Percent

Very to somewhat

relevant

Don't Know
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Among small business leader respondents, there remains a set of divergent views about the

relevancy of and uncertainty regarding four different performance approaches. The magnitude of

these views is very similar to that observed among health care leader respondents.

Relevance of Performance Approaches to Small Businesses

Baldrige

Criteria

Six

Sigma ISO 9000

Balanced

Scorecard

Very to somewhat relevant 34% 21.1% 31.5% 19.6%

Don't Know 41.5% 44.2% 38.9% 52.9%

Relevance of Performance Approaches to Small 

Business Organizations

0

10

20

30

40

50

60

70

Baldrige

Criteria

Six Sigma ISO 9000 Balanced

Scorecard

Percent

Very to somewhat

relevant

Don't Know

Nearly 7 out of 10 education leader respondents, and about half of health care and small business

respondents agreed that the Baldrige Award is prestigious. Between 49 percent and 60 percent of

leader respondents across education, health care, and small business, however, also voiced

uncertainty regarding whether the costs of applying for the Award outweigh the Award’s benefits.

Award Prestige vs. Award Cost

Education Health Care Small Business

Agree that the Award is Prestigious 67.3% 53.2% 48.9%

Don't know if the application costs outweigh the

Award's benefits 48.5% 54.3% 60%
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Award Prestige vs. Award Cost

0

10

20

30

40

50

60

70

Education Health Care Small

Business

Percent

Agree that the Award

is Prestigious

Don't know if the

application costs

outweigh the Award's

benefits

When asked whether the Baldrige approach fits their organization’s needs, nearly 3 out of 10

education leader respondents agreed. About 2 out of 10 health care leader respondents, and about

1 out of 10 small business leader respondents agreed with the same question.

Roughly following this same pattern, leader respondents agreed that the Baldrige Award

application process is complicated. A much higher proportion of leaders, however, expressed

uncertainty regarding whether the application process is complicated.

Application Process Difficulty vs. Baldrige Fit for the Organization

Education Health Care Small Business

Agree that the application process is complicated 30.3% 23.4% 15.6%

Agree that the Baldrige approach fits their needs 28.4% 25% 6.6%

Don't know if the application process is complicated 47.5% 59.6% 66.7%

Difficulty of Application Process vs. Baldrige as a Fit 

for the Organization

0

10

20

30

40

50

60

70

Education Health Care Small

Business

Percent

Agree that the application

process is complicated

Agree that the Baldrige

approach fits their needs

Don't know if the

application process is

complicated
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The surveys asked leader respondents from education, health care, and small business if they had heard or

read about a series of Baldrige promotional initiatives or materials. The most frequently mentioned

response was state or local quality programs, followed by the Quest for Excellence Conference,

Presentations, Booklets, Regional Conferences, and the Baldrige Stock Study.

The most common response, however, was that respondents had neither heard nor read about any of the

initiatives listed. This was especially true of health care and small business leader respondents; education

leader respondents seemed relatively more aware of these initiatives.

Promotional Initiatives Recall - Education Leaders

0 10 20 30 40 50 60

None of the above

State/local programs

Presentations

QE conference

Booklets

Regional conferences

Stock study

Percent
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Promotional Initiatives Recall - Health Care Leaders

0 10 20 30 40 50 60 70

None of the above

State/local programs

Booklets

QE conference

Presentations

Regional conferences

Stock study

Percent

Promotional Initiatives Recall - Small 

Business Leaders

0 10 20 30 40 50 60 70

None of the above

State/local programs

QE conference

Presentations

Booklets

Stock study

Regional conferences

Percent
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CONCLUSIONS

The Malcolm Baldrige National Quality Award has achieved varying levels of identity and reputation

among its stakeholders. Not surprisingly, those with a relationship to the program (i.e., Award recipients,

QE conference participants, organizations that have used the Criteria for Performance Excellence and/or

applied for the Baldrige Award) have the most understanding and most favorable perceptions. The

program also enjoys a strong, positive reputation among its traditional stakeholders – manufacturing

organizations.

There are indications that service organizations and sectors new to Baldrige eligibility are much less

aware and are uncertain about the value of the Baldrige approach. For example, Award recipients

perceive, from their interaction with other organizations, that there is a considerable lack of awareness

and misunderstanding about the Criteria, and to some extent the Award, among these sectors.

The results of this assessment suggest a number of opportunities for the Baldrige Program. The program

enjoys a positive reputation and a high level of credibility, even where there is little awareness of its

details. State and local programs, Award recipients, and those involved in the program (QE participants,

Award recipients, Award applicants, Criteria users) are potential sources of advocacy and direct or

indirect support.

Stakeholders have identified specific questions, issues and misperceptions that the program can resolve

with clear, strategic, targeted and measured communication. These questions and issues include (in

summary):

• Awareness and understanding of the Criteria;

• The perceived complexity of the Criteria;

• The results expected from using the Criteria;

• The perceived cost and resource-intensiveness of using the Criteria and applying for the Award;

• The perceived and actual value of receiving the Award (as opposed to just using the Criteria);

• Understanding the relationship between the Criteria and the Award;

• How the program defines its identity and markets itself;

• How stakeholders learn about and interact with the program; and

• How the program communicates with and engages its stakeholders.

RECOMMENDATIONS

The findings of this report are the basis for the following recommendations to the Baldrige National

Quality Program (MBNQP):

1. Assess the correlation between the report's findings and feedback from other sources (e.g., Board

of Overseers comments, "off-line" recommendations from Award recipients, MBNQP leadership

priorities).

2. Identify the implications of this report's findings for future program success.

3. Assess whether the issues raised by stakeholders and their corresponding implications for

program policies and activities need to be addressed. If so, determine the priority of each issue as

it pertains to the program.

4. Review current MBNQP marketing objectives and activities to ascertain whether they address the

issues designated as priorities.
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5. If current marketing activities are NOT designed to address the priority issues, identify resources

and funding available to refine or adjust them accordingly.

6. At regular intervals, measure the performance of the program's marketing and communication

activities to assess their effectiveness and continuous improvement.
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APPENDIX A: DESCRIPTION OF ASSESSMENT METHODOLOGY
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DESCRIPTION OF ASSESSMENT METHODOLOGY

Award Recipient Interviews

Booz Allen identified past award recipients and their contact information on the NIST “1988-

2002 Award Recipients' Contacts and Profiles” Web site:

http://www.baldrige.org/Contacts_Profiles.htm. We then reviewed each award recipient’s

corporate Web site to verify that the contact information was correct and current. We attempted to

identify a Baldrige spokesperson that could a speak on behalf of each organization’s experience

applying for and winning the Award; typically that person was a senior executive or quality

director. Next, we further reviewed the past recipients’ Web sites to collect background

information and any special recent developments prior to conducting the interviews.

We began placing phone calls to the past recipients to schedule interviews on Monday, November

3, 2003. Attempts to contact past award recipients continued until Monday, December 1, 2003.

When scheduling the interviews, we informed each organization of the purpose of the assessment,

how long each interview would take (approximately 20 minutes), and answered any questions

regarding Booz Allen’s role as a contractor and their contract representative at NIST. We found

that many people were hesitant to speak with us regarding the Baldrige Award because past

Award recipients frequently receive marketing calls from consultants. Several points of contact

also indicated that they did not feel that they would be able to participate in the interview because

they were either not employed with the company at the time they won, or the company had

changed management or focus since winning the Award.

A few spokespersons indicated that they were unable to find time in their schedules to participate

in an interview. For these individuals, we provided electronic copies of the interview questions.

One representative completed and returned the questions to us.

We contacted representatives from two companies that had filed for bankruptcy (Armstrong

World Industries, Inc. and Globe Metallurgical Inc.). These companies indicated that they did not

want to participate in the interviews due to their financial status.

Of the points of contact listed on the Award Recipients' Contacts and Profiles Web site, six were

no longer with their designated organization. We left several voice messages each for 14 other

points of contact, but did not receive any response. The team made every effort to identify correct

contact information for those points of contact that were unreachable. After several unsuccessful

attempts to reach points of contact via telephone, we sent e-mail invitations to the six Award

recipients with email addresses listed on the Web. One organization responded and agreed to an

interview.

Ultimately, the team scheduled and conducted 26 interviews.

Quest for Excellence XV Survey

NIST provided Booz Allen with a MS Excel formatted spreadsheet of participants from the Quest

for Excellence Conference XV. The original list included 925 names.

We conducted an initial sorting and data check to identify any NIST employees, past or current

Award recipients, duplicate entries, invalid email address formats, or missing data. We excluded

169 names from the survey because they were either NIST employees and thus outside the scope
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of our assessment, or past/current Award winners already contacted through telephone interviews.

During this initial check, we corrected simple typographical mistakes in email addresses, deleted

duplicates, and identified 17 companies that had one email address listed for multiple

participants.

Next, we created a separate list for participants that did not have email addresses, but did have a

phone number, and another list for those that had neither an email address nor a phone number

listed. We placed phone calls to 57 participants who did have a phone number listed. We then

performed Internet research on 25 other names that had neither a phone number nor email

address. At the completion of the sorting and data check, the original list numbered 623 emails.

We launched the survey via an email invitation to the 623 participants on November 6, 2003.

The invitation explained the purpose of the survey, directed participants to the survey, and asked

them to forward the survey to members of senior leadership within their organization. One

hundred-eight emails were returned as undeliverable. The team re-verified the spelling of several

of the email addresses, conducted further research, and called several more participants in an

attempt to deliver the survey invitation to all 623 names. We made further corrections to 24 email

addresses, while 84 remained undeliverable. The undeliverable emails included participants who

no longer work for the company, companies that appear to no longer be in business and

participants whose servers rejected the email as spam, or whose inboxes were full and could not

accept messages. Ultimately, our QE XV conference participant email sample totaled 539 valid,

delivered emails.

We distributed two reminder emails throughout the course of the administration of the survey.

The first was sent on November 18, 2003, the second on December 1, 2003. The response rate

prior to the first reminder email was 22 percent. After sending the initial reminder, the response

rate increased to 28 percent. The survey closed on December 3, 2003, with an overall response

rate of 39 percent.

Fortune 1000 Executive Survey

To reach manufacturing and service organizations with little or no known past involvement with

the program, we included questions on the quarterly omnibus telephone survey conducted by

WirthlinWorldwide. The Wirthlin survey comprised results of 150 telephone interviews

conducted with leading executives in Fortune 1000 companies, including CEOs,

Chairmen/Executive Vice Presidents, and Vice Presidents/Directors.

Telephone interviews occurred during the daytime hours between October 8 and November 4,

2003. Interviews averaged 14 minutes in length. The following are demographic breakouts of the

respondents:

• 63 percent were male, 37 percent were female.

• 47 percent represented service companies, 23 percent represented high-tech companies,

and 30 percent represented manufacturing companies.

• 35 percent were from the Midwest, 28 percent were from the Northeast, 22 percent were

from the South, and 13 percent were from the West region of the United States.

• 57 percent represented companies with 10,000 or more employees, 43 percent had less

than 10,000 employees.

• 14 percent had sales of $10 billion or more, 15 percent had sales of $5-10 billion, 65

percent had sales of $1-5 billion, and 5 percent had sales of less than $1 billion.
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Education, Health Care, and Small Business Online Surveys

To reach education, health care, and small business organizations with little or no known past

involvement with the program, we purchased the services of the following targeted, commercial

email lists:

• Small Business Executives

o Members of corporate management in finance, transportation, food

manufacturing, mining, and industrial manufacturing

• Principals and School Administrators

o School administrators, superintendents/assistant superintendents, school board

members

• College Planning & Management Executives

o Executive level and purchasing level business vice presidents, directors,

managers and supervisors

• Health Care Executives

o Primarily hospital executives, most of who are at the hospital administrator or

vice president level

During November 2003, we conducted online surveys to members of these lists. The commercial

lists we used for this assessment have a historic click-through rate, or response rate, that is

comparable to the industry average response rate for email list surveys, which is around one to

two percent. For this assessment, we achieved response rates higher than average for most of the

lists. For education we had 126 respondents (for the two education lists used: 2.3 percent

response rate for the first, .08 percent response rate for the second). For health care we had 62

respondents (2.7 percent response rate) and for small business we had 55 respondents (2.1 percent

response rate).
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APPENDIX B: REVIEW OF EXISTING RESEARCH
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Secondary Research Results: National Institute of Standards and Technology (NIST)/Malcolm

Baldrige National Quality Award (MBNQA) Study

Perceptions Regarding the Performance Excellence Criteria:

NIST Press Release (1998). The Nation’s CEOs Look to the Future.

Retrieved July 7, 2003, from http://www.baldrige.nist.gov/ceo_rpt.htm.

The spring 1998 survey of 308 chief executive officers (CEOs) by Louis Harris & Associates,

Inc. found, “Significant portions of the CEOs believe that the Baldrige criteria and awards are

extremely or very valuable in stimulating both improvements in quality in U.S. companies (79

percent) and improvements in the competitiveness of U.S. businesses (67 percent). Relatively few

believe they are “not very valuable” or “not valuable” in improving quality (11 percent) or

competitiveness (23 percent).”

Author Unknown (2001). A Secret Success. Restaurants and Institutions, September 15,

2001.

A CEO of a previous Baldrige award winning company credited the Baldrige criteria for much of

his company's success today. “I would really hate to operate without these business principles,”

he said. “It brings better employee relationships, better relationships with operators and with

customers. It just makes a world of difference.”

Ettorre, B. (1996). Is The Baldrige Still Meaningful? Management Review, March 1996.

 “The Baldrige criteria are being disseminated far and wide to enterprises (including agencies of

the U.S. government and the military) that have little intention of ever applying for the award.

They use the criteria as a self-assessment tool. Beyond striving for the prize itself, companies are

finding that the real value of the Baldrige criteria is their continued use in strategic improvement,

says Fisher, author of Measuring Up to the Baldrige: A Quick & Easy Self-Assessment Guide for

Organizations of All Sizes (AMACOM, 1994).”

Perceptions Regarding the MBNQA:

Knotts, U.S., Parrish, L.G., Evans, C.R. (1993). What does the U.S. Business Community

Really Think about the Baldrige Award? Quality Progress, May 1993.

Quality Progress magazine conducted a survey in 1993 to determine the effect that the

MBNQA has had on fostering quality management practices, as well as to gauge

perceived value of the award and the criteria. Survey respondents included the three

categories of organizations that were entitled to compete for the award in 1993. Results

of the survey showed that the majority of respondents agreed that the award is useful and

that the criteria improve their competitive position. Respondents showed varying levels

of agreement concerning the cost of the application process.

Hart, C.W.L. (1993). What’s Wrong – and Right – with the Baldrige Awards. Chief

Executive (U.S.), Nov-Dec 1993.

“Think the Baldrige process is too complicated, too expensive, or too time-consuming?

Join the crowd. But some companies find the award's criteria to be a valuable diagnostic

tool--whether they run the quality gauntlet or not.”
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“Others--perhaps fueled by negative press coverage of Baldrige--rattle off a litany of

criticisms: It costs too much to apply for the award, the prize is not a reliable predictor of

financial performance, companies with poor product quality have won.”

“There is no relationship between Baldrige scores and financial performance or long-term

planning.”

“The Baldrige application is hard to read, understand, and complete, making it too costly

to apply for the award.”

“Baldrige judges the nature of a company's TQM and quality improvement processes, not

the quality of its products or services.”

“Baldrige represents an additional workload for executives already straining to coordinate

a host of other improvement initiatives.”

Zemke, R. (1991). Bashing the Baldrige. Training, February 1991.

“Last September Training began to collar [collect and interview] people with opinions or

complaints about the Baldrige Awards. The most frequently repeated criticisms we heard:

1) The Baldrige is the best award money can buy. 2) The criteria are flawed and biased.

3) The application and review process is cumbersome and prone to mistakes. 4) The

whole thing has turned into a consulting boondoggle.”

In the conclusion of the article, Zemke offers suggestions of areas that need improvement, “there

appear to be four problems with the current Baldrige program. First, there is significant confusion

about the award, its purpose and the route to winning it. Second, the short time cycle of the award

process is partly to blame for the circus atmosphere surrounding the Baldrige. Third, the

suspicion that the award program is becoming consultant-driven needs to be dealt with. Finally,

the application form and instructions are still daunting.”

Factors Influencing Application for the Award

Author Unknown (1990). Winning the Baldrige Award Provides Competitive Edge, Shows

Survey of Executives. Business America, June 18, 1990.

A study conducted by the Opinion Research Corporation (ORC) in 1990 showed that

winning a prestigious national award for quality makes a difference to U.S. executives

when choosing a supplier. Eighty-seven percent of executives surveyed said that it would

increase their desire to do business with a company if that firm had won an award for

quality, such as the Malcolm Baldrige National Quality Award; 38 percent said it would

increase their desire a great deal. Opinion Research Corporation conducted this study, the

first in a series monitoring executives’ views on quality, in January and February 1990

among 550 executives in the top 1,000 U.S. corporations. Fifty-three percent of

executives studied had heard of the Baldrige Award and 22 percent said their company

would likely apply for the Baldrige Award in the next five years.

Adams, G., McQueen, G., Seawright, K. (1999). Revisiting the Stock Price Impact of

Quality Awards. Omega, December 1999.

Kevin Hendricks and Vinod Singhal’s study, “The Impact of Total Quality Management

(TQM) on Financial Performance: Evidence from Quality Award Winners,” March 2000,
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shows evidence that firms that win quality awards are further rewarded with a stock price

increase on the day of the award announcement, suggesting that companies might apply

for the award based on potential future earnings.

Zemke, R. (1997). The Little Company that Could. Training, January 1997.

Zemke quotes a previous award winner who admitted, “Originally we saw winning the

Baldrige as a great marketing coup. That certainly propelled us through our first

application in 1991.” But that motivation changed as CRI began using the Baldrige

framework to make fundamental changes in the way it managed its business.

Blodgett, N. (1999). Service Organizations Increasingly Adopt Baldrige Model. Quality

Progess, December 1999.

“Community Consolidated School District 15 (CCSD 15), the second largest elementary school

district in Illinois, also adopted the Baldrige criteria. CCSD 15 found the process of applying for

the award and receiving a feedback report identifying its opportunities for improvement so

valuable that it reapplied for the award in 1999. It plans to reapply every two years, according to

Robert Ewy, the district’s director of planning, staff development and quality programming.”

Factors Influencing Use of the Criteria

Blodgett, N. (1999). Service Organizations Increasingly Adopt Baldrige Model. Quality

Progess, December 1999.

“Service-based organizations, such as schools, hospitals and government agencies, are adopting

the Malcolm Baldrige National Quality Award (MBNQA) criteria model of high performance for

many reasons: to gain a competitive advantage, enhance their image, improve their overall

performance and ultimately help them achieve excellence.”

Author Unknown (1997). Solectron wins Baldrige – CM is First Company to Receive

Award for Manufacturing Twice. Electronic Buyers News: 94, October 27,1997.

“We [Solectron] adopted the Malcolm Baldrige National Quality Award criteria back in 1989 and

have been using it to drive our business processes worldwide. The positive results of using the

Baldrige processes are evidenced by our continual business growth and record financial

performance.”

Hart, C.W.L. (1993). What’s Wrong – and Right – with the Baldrige Awards. Chief

Executive (U.S.), Nov-Dec 1993.

“Not long ago, I [the author] met with the senior executive team at a hospitality chain to discuss

Baldrige and its uses. The chief financial officer told me Baldrige actually would be dangerous to

his firm. With all the other important initiatives the company was working on, he said, it would

be irresponsible to think about adding an award application to executives' sky-high “in” boxes.

“We're already overloaded, and people in the trenches are gagging,” he added. “We just can't take

on one more thing right now.” The others in the room voiced their agreement.”

Bemowski, K., Stratton, B. (1995). How do People Use the Baldrige Award Criteria?

Quality Progress, May 1995.

Quality Progress magazine conducted a survey in January 1995 to find out how the

Malcolm Baldrige National Quality Award (MBNQA) criteria are being used. The survey

was administered to a randomly selected sample of those who have requested a free,

single copy or have purchased bulk copies of the criteria between 1992 and 1995. Of the

sample of 3,000 individuals, 840 responded to the survey. Three findings are worth
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highlighting: 1. The criteria are being used primarily to obtain information on how to

achieve business excellence. 2. The criteria's usefulness, overall, has met or exceeded

users' expectations. 3. The criteria are used by a broad spectrum of companies and

organizations. Most respondents indicated that they were satisfied with the criteria's

usefulness in improving existing processes, conducting courses or seminars, performing

self-assessments, and communicating with others in their companies.

Over 18 percent of the respondents indicated that their companies never used the criteria

after requesting them (the survey gave no indication of why they did not use them).

Seventy percent of those who did use them said that the criteria were used as a source of

information on how to achieve business excellence; other common uses included

applying the criteria as a tool to set up quality processes throughout the company (48.8

percent) and as a common language to communicate with others inside their company.

One quarter indicated that they used the criteria to apply for an award (Baldrige, state,

local or other).

The survey also revealed that 77 percent of those requesting copies of the criteria were in

managerial positions. The rest were non-managerial or outside consultants.

Most respondents indicated that they were satisfied with the criteria's usefulness in

improving existing processes, conducting courses or seminars (e.g., training), performing

self-assessments, and communicating with others in their companies. The one area that

appears to represent an opportunity for improvement is in facilitating and sharing best

practices information among organizations. This is evidenced by the finding that the

criteria were infrequently used to communicate with outside organizations, whether they

be business partners, other companies, or public-sector institutions.

Senior leaders in business, education, government and healthcare organizational

performance needs

Weinstein, L.B., Petrick, J.A., Saunders, P.M. (1998). What Higher Education should be

Teaching About Quality, but is not. Quality Progress, April 1998.

“The need to gain a competitive edge in a changing global marketplace necessitates the

employment of quality training programs which only educators can supply.” Results of a survey

conducted in 1994 of Baldrige award recipients indicate four key challenges confronting

educators in the U.S. These included the need for increased awareness of quality training topics,

the reassessment of curriculum, exploration of benchmarking opportunities, and proper training.

(Warshawski, M. (Date of Publication Unknown). Lessons Learned Essays: Organizational

Self-Assessments. Retrieved July 9, 2003, from http://arts.endow.gov.

According to Morrie Warshawski, an editor for the National Endowment for the Arts,

non-profit organizations should perform a self-assessment of the following aspects of

their organization to identify needs as a first step in improving performance:

− Organizational Purpose - concise mission statement and philosophy;

− Programs - annual program planning, communication of program plans to

stakeholders, and evaluation/review of prior year's plan;

− Governance – management and coordination with oversight/Board of Directors;
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− Staff - clarity of job descriptions, leadership, communication, opportunities for

staff development, benefits, pay, empowerment in decision making, and

appropriateness of staff versus work load;

− Marketing - understanding of current patronage and targeted patronage, annual

written marketing plan, regular market research and analysis, budget for

marketing, ROI, and a process for evaluating effectiveness of the annual

marketing plan;

− Public/Community Relations - consistency and clarity of organizational image

portrayed, method of handling public inquiry, annual written public relations plan,

mechanisms for receiving feedback from various sources (public, press, critics),

and budget;

− Fundraising - annual fundraising goals, annual written fundraising plan, and

budget;

− Financial Management - annual budget process, computerized accounting system,

cost controls, and an annual audit;

− Facilities - evaluation of needed vs. existing space for staff, storage, and events;

− Planning – existing plans are reviewed/updated annually and evaluation of

effectiveness of last year's activities in relation to plan;

− Communications and Decision Making - evaluation of level, timeliness and

effectiveness of communication, and decision making processes are timely and

well-informed; and

− External Environment - evaluation of the local/regional economic climate,

benchmarks, and stakeholder awareness.

McNamara, MBA, Ph.D., C. (Date of Publication Unknown). Organizational Systems Checklist

for Nonprofit Organizations. Retrieved July 9, 2003, from

http://www.mapnp.org/library/mgmnt/checklst.htm.

According to Carter McNamara, the following list of organizational systems and

executive management of non-profit organizations should review policies to assess what

systems are needed:

− Planning - current strategic plan, marketing plan, development plan, and annual

operations plan;

− Program and Outcomes Evaluation - methods to assess client needs, outcomes

that match client needs, target indicators for each outcome, and data collection

methods for each indicator;

− Information Management - client, personnel, and financial records;

− Personnel - documented personnel policies, professional development plans,

recruitment and orientation systems, and job descriptions;

− Finances - inventory system, cash flow analysis, accounting system, yearly audit,

and payroll system;

− Communications - communications plan, annual report, communications

strategies to stakeholders, marketing materials, and media relations strategy;

− Insurance - risk management and assessment of need for liability insurance; and

− Legal – updated by-laws, tax documents, and personnel policies.
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Factors perceived as affecting organizational results

The Health Care Professionals Network (2003). Guidelines for Documenting Performance

Improvement Activities. Retrieved July 9, 2003 from http://www.wlm-web.com.

The Health Care Professional Network published the following factors that affect

performance improvement activities:

− Availability of a needed test, procedure, treatment, or service to the patient who

needs it;

− Timeliness with which a needed test, procedure, treatment, or service is provided

to the patient;

− Effectiveness with which tests, procedures, treatments, and services are provided;

− Continuity of the services provided to the patient with respect to other services,

practitioners, and providers, and over time;

− Safety of the patient and others to whom the service is provided;

− Efficiency of services; and

− Respect and caring given in services.
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APPENDIX C: INTERVIEW AND SURVEY QUESTIONS
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TARGET AUDIENCE:

All MBNQA recipients

I have a few questions about your experience as a recipient of the Baldrige Award. First,

CRITERIA QUESTIONS

Thinking back to when you first began using the Criteria for Performance Excellence at [your

organization], what was the main reason you decided to use them?

What are the advantages of using the Criteria? Any disadvantages?

(Focus on current, ongoing benefits of past implementation of the criteria)

What benefits did you discover as you applied them?

How did you learn about the Criteria? (probe for root, not secondary, source of information)

What (if any) performance management approaches had you tried before adopting the

Criteria for Performance Excellence?

In your estimation, why would an organization decide not to use the Criteria?

(probing) What would be the most persuasive factor in a decision not to use them?

From your experience, what is the key to successful implementation of the Criteria?

(Ask about specific management actions that facilitate implementation and their relevance)

What problems did you encounter when you first began using the criteria?

After receiving the award, would you say your effort toward performance improvement

has strengthened or eroded?

Still using criteria? How formally?

AWARD QUESTIONS

What are the advantages of applying for the Baldrige Award? Any disadvantages?

Why would an organization decide not to apply for the award?

What would be the most persuasive factor in a decision not to apply? (probe for information on what may

deter or otherwise affect CEO support for the application)

GENERAL QUALITY/PERFORMANCE QUESTIONS

In your opinion, what is the MAIN REASON SOME organizations achieve results and

OTHERS don’t?

(Probe for information on issues relating to CEO involvement, support for performance

management)

What single factor makes the greatest impact on [your organization]’s success?

Thank you very much for your time. We will be sure to send you a copy of the research results.
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TARGET AUDIENCE:

QE XV Participants

Survey of Attitudes Regarding the Malcolm Baldrige National Quality Program

If you encounter any technical difficulties while taking this survey, please contact the

Survey Administrator at angerbauer_george@bah.com

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

How would you rate your organization's overall level of performance?

Very high

High

Average

Low

Very Low

Don't know

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

How would you rate your senior leadership's level of commitment to a performance management program?

Very high

High

Average

Low

Very low

Don't know

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

How would you rate your organization's level of performance in the following areas?

Value to customers/students/stakeholders/patients

Overall organizational effectiveness

Financial/marketplace success

Employee/faculty/staff involvement

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

To what extent are you familiar with the Baldrige Criteria for Performance Excellence?

To a very great extent

To a great extent

To a moderate extent

To a small extent

To no extent

Don't know

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

To what extent have the following influenced your opinion of the Baldrige Program (including the Malcolm

Baldrige Award and the Criteria for Performance Excellence)?

Baldrige promotional booklets

Baldrige stock study

Quest for Excellence conference

Baldrige conference/group presentations

Annual regional Baldrige conferences

State/local quality programs

The experiences of previous Baldrige award winners

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
Assessment of Leadership Attitudes about the Baldrige National Quality Program

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To what extent have the Criteria influenced your organization's performance management approach?

To a very great extent

To a great extent

To a moderate extent

To a small extent

To no extent

Don't know

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

To what extent has your organization used the Criteria in the past?

To a very great extent

To a great extent

To a moderate extent

To a small extent

To no extent

Don't know

Not applicable

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

To what extent does your organization currently use the Criteria?

To a very great extent

To a great extent

To a moderate extent

To a small extent

To no extent

Don't know

Not applicable

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

To what extent will your organization use the Criteria in the future?

To a very great extent

To a great extent

To a moderate extent

To a small extent

To no extent

Don't know

Not applicable

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

How would you rate your organization's level of success in implementing the Criteria?

Very high

High

Average

Low

Very low

Don't know

Not applicable

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

In your opinion, what are the leading factors that tend to DISCOURAGE an organization from using the

Criteria?

Lack of familiarity with the Criteria

Preference for other performance approach

Low perceived value of the Criteria

Time/effort needed to understand the Criteria
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Implementation complexity

Cost of implementation

Requirement of extensive CEO/senior leadership involvement

Need for board of directors' approval

Belief that the Criteria are tied to writing an application and the Award process

Belief that the Criteria are not applicable to one's own organization

Other

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

In your opinion, what factors have the greatest influence on successful implementation of the Criteria?

Extensive CEO/senior leadership involvement

Senior leadership commitment

Employee buy-in

Effective internal communication of the Criteria

Consultant support in the implementation process

State/local program support

Other

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

To what extent are you familiar with the Malcolm Baldrige National Quality Award?

To a very great extent

To a great extent

To a moderate extent

To a small extent

To no extent

Don't know

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

To what extent would your organization benefit from being recognized as a Baldrige Award recipient?

To a very great extent

To a great extent

To a moderate extent

To a small extent

To no extent

Don't know

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

In your field, how would you rate the current relevance of each of the following performance approaches?

Malcolm Baldrige Criteria for Performance Excellence

Six Sigma

ISO 9000

Balanced Scorecard

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

Of the following, what factors are most likely to DISCOURAGE an organization from applying for the Baldrige

Award?

Lack of familiarity with the Award

Preference for other performance approach

Low perceived value of the Award

Time/effort needed to understand the Award

Application complexity

Cost of applying

Requirement of extensive CEO/senior leadership involvement

Need for board of directors' approval

Belief that award is not applicable to one's own organization

Other
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_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

To what extent has your organization used formal performance standards other than the Criteria for

Performance Excellence?

To a very great extent

To a great extent

To a moderate extent

To a small extent

To no extent

Don't know

Not applicable

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

If your organization has used formal performance standards other than the Criteria, please indicate the name

of the criteria you have used.

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

Of the following performance criteria, indicate which have the greatest potential impact on your

organization's success:

Strategic planning

Customer/stakeholder/patient/student/etc. focus

Leadership commitment

Analysis of performance data

Employee/staff focus

Institutional knowledge management

Business process management

Other

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

When it comes to achieving results, which of the following pose the greatest challenges to your

organization?

Strategic planning

Customer/stakeholder/patient/student/etc. focus

Leadership commitment

Analysis of performance data

Employee/staff focus

Institutional knowledge management

Business process management

Other

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

Please provide the following demographic information.

As noted previously, the report resulting from this collection of data will not associate you or your

organization with any of the responses you provide in this or any other section of the survey.

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

Of the occupational levels listed below, which best matches your current position?

Senior Executive/President/Director/Superintendent

Management/Principal/Supervisor

Staff

External Performance/Quality Consultant
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_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

What is your sex?

Female

Male

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

What is your age?

Under 25

25 - 30

31 - 40

41 - 50

51 - 60

61 - 70

Over 70

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

What is your primary area of responsibility?

Organizational management

Financial management

Performance management

Operations management

Human resources

Research and development

Organizational learning/knowledge management

Other

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

Please list the name of your organization:

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

What is your organization's profile?

Single location

Multiple locations

Includes bargaining units/union staff

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

How many employees are in your entire organization?

Less than 50

51 - 100

101 - 500

501 - 1,000

Greater than 1,000

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

What is your organization's sector?

Education

Health care

Manufacturing

Service

Government
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TARGET AUDIENCE:

Education, Health Care, and Small Business Leaders

If you encounter any technical difficulties while taking this survey, please contact the

Survey Administrator at angerbauer_george@bah.com

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

To what extent are you familiar with the Malcolm Baldrige National Quality Award?

To a very great extent

To a great extent

To a moderate extent

To a small extent

To no extent

Don't know

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

In your field, how would you rate the current relevance of each of the following performance approaches?

Malcolm Baldrige Criteria for Performance Excellence

Six Sigma

ISO 9000

Balanced Scorecard

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

During the past year, which of the following initiatives have you heard or read about?

Baldrige promotional booklets

Baldrige stock study

Baldrige Quest for Excellence conference

Baldrige conference/group presentations

Annual regional Baldrige conferences

State/local quality programs

None of the above

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

Which statement best describes your organization's experience with the Malcolm Baldrige Crtieria for

Performance Excellence?

My organization uses and has benefited from the Criteria

My organization uses but has not benefited from the Criteria

My organization is familiar with the Criteria but does not use them

My organization has very little or no familiarity with the Criteria

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

To what extent do you agree or disagree with the following statements about the Malcolm Baldrige National

Quality Award?

The Baldrige Award is a prestigious recognition of high quality performance

There are substantial organizational benefits from receiving the Baldrige Award

The costs for applying for the Baldrige Award outweigh its potential benefits

Applying for the Baldrige Award is a very complicated process

My organization needs more information before we would consider applying for the Award

The Baldrige approach to performance fits my organization's needs

My organization has more interest in other performance management approaches
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TARGET AUDIENCE:

Senior Executives from Manufacturing and Service Organizations

As you may know, the Baldrige National Quality Award is a national recognition for organizational

quality and high performance. There are specific Criteria for Performance Excellence associated with

the award.

1. On a five-point rating scale where "1" is not at all likely and "5" is extremely likely, how likely is

your organization to apply for the 2004 Baldrige Award?

2. Again, using the five-point scale, where "1" is not at all likely and "5" is extremely likely, how

likely is your organization to use the Baldrige criteria for Performance Excellence in your

organization, regardless of whether you apply for the award?

3. Why do you say you are (likely or unlikely) to use the Criteria for Performance Excellence in

your organization?
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APPENDIX D: DETAILED RESULTS FROM THE QUEST FOR EXCELLENCE XV

CONFERENCE SURVEY
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Quest for Excellence
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Current Position Response

Percent

Response

Total

Senior Executive / President / Director / Superintendent 57.4% 109

Management / Principal / Supervisor 32.1% 61

Total # of respondents 213. Statistics based on 190 respondents; 0 filtered; 23 skipped.

0.00%

20.00%

40.00%

60.00%

Percent

Current Position

Senior Executive

/ President /

Director /

Superintendent

Management /

Principal /

Supervisor
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Gender Response

Percent

Response Total

Male 60% 110

Female 40% 73

Total # of respondents 213. Statistics based on 183

respondents; 0 filtered; 30 skipped.

Gender

Male

Female

Age Response

Percent

Response

Total

25-30 2.7% 5

31-40 16.3% 30

41-50 37.5% 69

51-60 38.6% 71

61-70 4.9% 9

Total # of respondents 213. Statistics based on

183 respondents; 0 filtered; 30 skipped.

Age

51-60

38%

41-50

38%

25-30

3%

31-40

16%

61-70

5%

Primary Area of Responsibility Response

Percent

Response

Total

Organizational management 29.2% 54

Performance management 24.9% 46

Operations management 18.4% 34

Organizational learning / knowledge management 6.5% 12

Human Resources 4.3% 8

Other 11.9% 22

Total # of respondents 213. Statistics based on 185 respondents; 0 filtered; 28 skipped.
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Primary Area of Responsibility

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

35.00% Organizational management

Performance management

Operations management

Org. learning / knowledge

mgmt

Human Resources

Other

Organization Size (number of

employees)

Response

Percent

Response

Total

Less than 50 9.2% 17

51-100 5.9% 11

101-500 15.1% 28

501-1000 11.4% 21

Over 1000 58.4% 108

Total # of respondents 213. Statistics based on 185

respondents; 0 filtered; 28 skipped.

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

Organization Size 

(Number of Employees)

Less than 50

51-100

101-500

501-1000

Over 1000

Organization Sector Response

Percent

Response

Total

Education 13.4% 25

Health Care 34.9% 65

Manufacturing 16.7% 31

Service 22% 41

Government 12.9% 24

Total # of respondents 213. Statistics based on 186

respondents; 0 filtered; 27 skipped.
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0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

35.00%

Organization Sector

Education

Health Care

Manufacturing

Service

Government
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APPENDIX E: DETAILED RESULTS FROM THE EDUCATION, HEALTH CARE AND

SMALL BUSINESS SURVEYS
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Education Organizations

* A – Very relevant, B – Somewhat relevant, C – Neutral, D – Somewhat irrelevant, E – Very irrelevant,

 F - Don't know
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Health Care Organizations

* A – Very relevant, B – Somewhat relevant, C – Neutral, D – Somewhat irrelevant, E – Very irrelevant,

 F - Don't know
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Small Business Organizations

* A – Very relevant, B – Somewhat relevant, C – Neutral, D – Somewhat irrelevant, E – Very irrelevant,

 F - Don't know
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