Criteria For Performance Excellence Research Articles

Technology's application in the implementation of total quality management at hail university: Insights from department heads

This quantitative study examined the perspectives of departmental managers on the role of technology in the implementation of total quality management (TQM) at Hail University in Saudi Arabia. A sample of 60 departmental heads (36 men and 24 women) completed a two-part questionnaire. The questionnaire sought the demographic details of respondents, their thoughts on the utility of TQM in higher education in general, the role of technology in TQM implementation, the efficacy of TQM in achieving the Saudi Vision 2030, and the application of technology in the seven TQM principles as defined by the Baldrige-Education Criteria for Performance Excellence (NIST, 2004). According to the findings, technology is an extremely important component of the Total Quality Management (TQM) program at Hail University. Most of the department heads concluded that implementing TQM in the environment of the university is not only highly successful but also has the potential to help increase organizational performance. Furthermore, the study concluded that TQM implementation has become an important aspect of the field of education. This is because it significantly improves the university’s administration and management efficiency. This study also discovered significant differences in how Hail University department heads used technology to implement TQM. Overall, females outperformed males, and younger people outperformed older people.

Customer satisfaction performance evaluation at PT PLN (Persero) West Java using the Malcolm Baldrige criteria for performance excellence

Customer satisfaction performance evaluation at PT PLN (Persero) West Java using the Malcolm Baldrige criteria for performance excellence

Extending the Baldrige excellence model for managing community-based social enterprise

Purpose This paper aims to help understand how community-based social entrepreneurs experience world-class “performance excellence” models and to explore the core values that enable social enterprises to become high-performance organizations. Design/methodology/approach Underpinned by Mindsponge processes, the proposed conceptual framework critiques the Baldrige criteria for performance excellence (BCPE) model in a global south context. The mixed-methods study fosters an in-depth analysis. First, it validates the BCPE mechanism in community-based social enterprises (CBSEs) before identifying the significant core values and concepts of BCPE that influence CBSEs to achieve high performance. Findings The BCPE, adapted from global north corporate principles and applied at a community level, can significantly develop global south organization performance excellence. Five core values and concepts from the 11 fundamental beliefs in driving performance excellence were found to support performance excellence in CBSE management. These values and concepts are “customer-focused excellence,” “social responsibility,” “systems perspective,” “visionary leadership” and “focus on success.” Research limitations/implications First, factors influencing performance excellence are not limited to the core values elements discussed. Future research may clarify factors extracted from the “Process” category of BCPE to explore further how CBSEs can enhance their performance in a different formation path. Second, this study only considered the Thai-Phuan community in Pho Tak village, Nong Khai, Thailand, to represent as a single case study. However, different, clustered or contrasting CBSEs in other regions remain open for further exploration to enrich the knowledge of “performance excellence” in a community organization. Finally, a longitudinal study would be a welcome addition. Practical implications The following must be considered. First is setting a clear direction: the organization’s vision and mission, by purposeful design, should ensure that CBSE managers are leading by example and demonstrating the importance of social and environmental value creation. Second is developing institutional culture: fundamental core values focused predominantly on “customer-focused excellence” and “social responsibility” encourage collaboration by “working together to drive success”. Third is developing integrated management system: CBSEs need to ensure that the management systems can collaborate and complement each component to create performance excellence. Fourth is creating a learning organization: CBSEs need to create a culture of continuous learning through data collection, measurement, analysis and modification. Social implications This study clarifies that the implementation of BCPE is crucial to the establishment of performance excellence at both macro- and micro-level organizations. According to the Malcolm Baldrige National Quality Award, the fundamental drivers of BCPE are the same for all types of organizations and in all sectors, whether in the private sector, education, health care or government (Blazey and Grizzell, 2021). By applying the Baldrige excellence model at the community level, this study found that CBSE can similarly strive for excellence and improved performance. This can lead to strengthened services, increased productivity and enhanced quality of life for the community. Originality/value This study provides a novel viewpoint on the Baldrige paradigm. Expressly, BCPE is compatible with global south community-based organizations to enhance performance excellence. Its essential contribution demonstrates that Baldrige model concepts are more widespread within smaller and underdeveloped territories than imagined. The recent (post-study) inclusion of “Community” as an independent sector in the Malcolm Baldrige National Quality Awards validates the research findings and recommendations proposed by this study.

Performance Measurement Using MBNQA (Malqolm Baldridge National Quality Award) Criteria at Makassar Islamic Hospital

The application of improving the quality of service is very much needed in this era of globalization. Malcolm Baldrige Criteria for Performance Excellence-(MBCfPE) better known as the Baldrige Criteria is one method that can provide a solution to this problem. This study aims to analyze the implementation of Total Quality Management using the MBNQA criteria at the Isalam Faisal Hospital in Makassar. This type of research is a quantitative research using an observational study with a cross sectional study design. Collecting data in the form of a questionnaire. The sample in this study were all staff and leaders at the Faisal Islamic Hospital in Makassar, amounting to 258 respondents. The results showed, based on MNQA calculations, Faisal Islamic Hospital Makassar was at the Igood Performance level with a value of 738. The final conclusion of measuring the performance of Faisal Islamic Hospital Makassar with this score illustrates that the performance of Faisal Makassar Islamic Hospital is still not good. Therefore, proactive planning needs to be made and implemented, not only reactive to problems. It is suggested to the hospital management that it is necessary to conduct an evaluation using the PDCA cycle method, so that the strategic plan that has been made can be carried out effectively.

Industrial performance achievement assessment model

The current era of globalization makes competition in the world market becomes tighter. The company’s excellent performance is needed to win the competition and become a leader in the global market. The Malcolm Baldrige’s Criteria for Performance Excellence (MBCfPE) is a guide and measurement tool for determining the performance of an organization’s excellence achievement. This research aims to design a model for measuring the performance of the agroindustry. The model is based on MBCfPE and consists of seven assessment criteria, namely: (1) Leadership, (2) Strategic planning, (3) Customer focus, (4) Measurement, analysis, and knowledge management, (5) Workforce focus, (6) operation focus, and (7) Results. There are sub-criteria under the 7 criteria mentioned before. Two analyses measure the criteria; ADLI (Approach, Deployment, Learning, Integration) and LeTCI (Level, Trend, Comparative, Integration) analysis. ADLI analysis is used to measure the achievement of the first until the 6th criteria, while for the 7th, the LeTCI analysis is used. The model was tested using secondary data from the evaluation results of three industries, PT Garam, PT Balai Pustaka and RM Cibiuk. The assessment results showed that the three companies are still in the Early Result category. The scores for PT Garam are 335.07, PT Balai Pustaka is 285.97, and RM Cibiuk is 263.70 compared to the total score of 350. The recommendation given to the agroindustries is based on the lowest score of the factors measured. After conducting three leverage tests, the scores of the three companies increased but were still in the same category. The scores for PT Garam are 348.41, PT Balai Pustaka is 301.6, and RM Cibiuk is 283.7. The model has shown a good result for measuring the dynamic change of.

PERFORMANCE ASSESSMENT ANALYSIS USING MALCOLM BALDRIGE CRITERIA FOR PERFORMANCE EXELLENCE (MBCfPE) METHOD (Case Study at PT. NYCZ)

PT. NYCZ is a manufacturing company engaged in plastic bottle packaging production that cannot be separated from the problem of competition with similar companies. The problems encountered at PT. NYCZ regarding employee performance, namely lack of communication relations between subordinates and superiors, so that delivery of work instructions from superiors is still not understood by subordinates, it has an impact on employee performance output, Therefore the company must improve more efficient strategies in terms of leadership that is able to run and manage everything in internal and external of the company, more reliable skilled workforces, modern machines and technology, and is able to get a wider market and customers in plastic bottle products marketing. Malcolm Baldrige Criteria for Performance Excellence or Baldrige Criteria is a guide for a company to achieve high quality performance which consists 7 criterias, namely Leadership; Strategic Planning; Customer Focus; Measurement, Analysis and Knowledge Management; Focus on Workforce; Process Management; and Results. This research was conducted by distributing questionnaires to PT. NYCZ employees, respondents were taken according to job desks ranging from cashiers to managers. After questionnaire data was obtained, it was processed using SPSS to test validity and reliability. Then, questionnaire results were processed using Malcolm Baldrige score to determine company performance level. From the research results, it was obtained that the total points from Malcolm Baldrige Criteria for Performance Excellence survey are 411,14. Therefore, according to MBCfPE score, the performance of PT. NYCZ is Early Improvement with Average category

Modified Failure Mode and Effect Analysis Approaching to Improve Organization Performance based on Baldrige Criteria- A Case Study of AN Electro-medic Industry

Full attention is paid to quality in manufacturing; however, less effort is made to develop the organizational performance, which drives overall manufacturing quality. This research measures performance of one manufacturing company that in 2020 experienced surging in demand and experiencing barriers to social activities due to the pandemic. The evaluation was carried out using seven variables from the Malcolm Baldrige Criteria for Performance Excellence (MBCfPE) which were elaborated into 43 indicators of organizational performance. Weaknesses and strengths of organizational performance were sharpened through focus group discussions with experts and ended with a performance improvement solution with a priority rank based on risk priority numbers (RPN) of the FMEA method. The highest RPN is 567 and 432, respectively, for national standard implementation in a particular product and operational scheme during emergency conditions like the Cov-19 pandemic. This study contributes to Indonesian research that combines questionnaires and FMEA improvement analysis based on the US Baldrige criterion.

PENGARUH KEPEMIMPINAN ETIS DAN GOOD CORPORATE GOVERNANCE TERHADAP KINERJA PERUSAHAAN BUMN DI INDONESIA

The purposed of this study to examined the influence of ethical leadership on the performance of SOEs in Indonesia, either directly or via a variable good corporate governance practices as a mediating variable. This study using both of primary data, ethical leadership variable and secondary data, good corporate governance index and performance of SOEs. SOEs performance are extracted from two type, first the company's health and assessment criteria for performance excellence. Both of these performance measures has been assesed both of by internal assessment and also the SOE and independent parties.This research used data of 63 state-owned enterprises with such criteria. Primary data such as ethical leadership data, obtained from the Vice President, Senior Vice President of 63 SOEs. SOEs data obtained from internal asesment and by independen party. Results of the study revealed that ethical leadership significant effect on organizational performance. Ethical leadership directly positive significant effect on organizational performance, while good corporate governance can not be a mediating variable. This study also proved significant influence ethical leadership positively to good corporate governance. Other findings, good corporate governance positively affects organizational performance. Ethical leadership a more direct impact on organizational performance compared to the indirect influence through the mediating variables of good corporate governance. The findings reveal the higher index of corporate governance and ethical leadership, the higher the performance of the organization.

KPI Selection Using The AHP Method on SOE X

PT X (Persero), a state-owned enterprise under the Ministry of Indonesia SOEs (KBUMN), is required to set up the Key Performance Indicators (KPI) Regulations based on the Assessment Criteria for Performance Excellence (KPKU). The re-weighting of KPIs using the Analytical Hierarchy Process (AHP) method is conducted by selecting performance indicators based on five perspectives. Based on the study results, selected performance measures for financial and market perspectives are cash position, cash-to-cash time cycle, income, and financial operations efficiency. Selected performance measures for customer focus perspective are customer complaints, complaint management, effective complaint resolution, and warranty claims; customer satisfaction and dissatisfaction; and retention, acquisition, and loss of customers and customer accounts. Selected performance measures for product and process effectiveness perspective are product performance, work system performance, improved performance of administrative functions and other supporting functions; and indicators of internal responsiveness. Selected performance measures for the perspective of workforce focus are turnover and effectiveness of training, retraining, or cross-functional training. Selected performance measures for leadership, governance, and community responsibility perspectives are the company's contribution to social welfare, achievements worthy of note in this field; and environmental, legal, and regulatory compliance.

What makes excellence models excellent: a comparison of the American, European and Japanese models

PurposeThis paper compares three business excellence models (BEMs): Baldrige criteria for performance excellence (BCPE), European Foundation for Quality Management (EFQM) model and Deming Prize (DP) model, representing American, European and Japanese excellence models, respectively. These models are compared in terms of contents, scope, orientation, emphasis and administration.Design/methodology/approachUsing an inductive-deductive approach, the paper identifies and compares the contents, core values, unique features, points of emphasis and the overall approach of these models.FindingsSignificant differences exist in these models, and that none of these models is perfect. Overall, the BCPE is results-oriented, mainly economic-focused, explicit in presenting requirements and better structured. The EFQM model provides an augmented focus on sustainability, stakeholder engagement and inclusivity. The DP model is an internally oriented TQM model that focuses on processes improvement as a means to excellence.Practical implicationsThe findings can guide managers regarding what they should expect from the application of excellence models and make better decisions regarding the choice of excellence models. Further, these findings can provide a foundation for updating the excellence models.Originality/valueThis paper stands alone as a qualitative comparison of BEMs in terms of contents, scope, administration and emphasis on excellence related matters.

ASSESSMENT OF CRITERIA FOR PERFORMANCE EXCELLENCE (KPKU) AND FIRM PERFORMANCE: EVIDENCE FROM INDONESIA

This study aims to examine whether the assessment of Criteria for Performance Excellence (KPKU) is related to the firm performance of States-Owned Enterprise (SOE) in Indonesia. This study uses 82 firms-year observations from 19 State-Owned Enterprise listed on the Indonesia Stock Exchange (IDX) for the period 2009 to 2018. This study found that KPKU assessment was positively related to firm performance. This shows that KPKU assessment can be a signal that the company has good performance. The study also found that the positive relationship between KPKU assessment and company performance is stronger in companies audited by Big 4 and in big-sized companies. This study is the first research that discusses the relationship between KPKU assessment and firm performance. This study may be useful for practitioners and academics that are interested in the subject of SOE performance assessment. The results suggest to conduct a regular KPKU assessment because it can be useful to provide a positive signal for shareholders and potential investors.

A STUDY ON AFFECTING FACTORS OF WHITE-NEST SWIFTLET (COLLOCALIA FUCIPHAGA) FARMING PERFORMANCE IN HAURGEULIS DISTRICT, INDRAMAYU REGENCY

Indonesia is a major supplier of Edible-nest swiftlet to China, reaching 102 million USD in 2017. Products of Edible-nest swiftlet, containing very high glycoproteins, are exported to China by Indonesia which come from Java, included Haurgeulis District, Indramayu Regency. White-nest businesses in that area have been developed since 1950s although the productivity subsequently decline in the rate of deforestation of the concession area nowadays. These problems are henceforth set as the focus of the study, based on the inference Malcom Baldrige Criteria for Performance Excellence (MBCfPE). The purpose of this study is to recognize the association white-nest business performance. Some internal factors, observed as the endogenous-predictor factors of business performance, include achievement-motivation factor, strategic planning, technical aspects and technologies, guanxi (personal relationship), and leadership. Surveillance activities is undertaken by using simple random sampling with questionnaire method for collecting the data, followed by using path analysis method for testing the hypothesis of the association. The test results show that all of internal factor have significant effect on the performance of the white-nest business by the leadership intervening. The leadership factor is the largest influence for managing white-nest swiftlet (Collocalia fuciphaga) farming performance which has the straight influence to business performance. The association of each internal factors and the white-nest business performance described by a structural model.

An empirical investigation of the Baldrige framework using applicant scoring data

PurposeThe purpose of this paper is to overcome evaluative limitations of previous studies to provide a more decisive test of the causal relationships implied in the Baldrige Criteria for Performance Excellence (CPE) using a unique data source.Design/methodology/approachThe authors employ partial least squares path modeling on blinded scoring data from Baldrige Award applicants. In addition, the authors conduct multi-group analysis to examine whether the hypothesized causal model is universal across different industry sectors.FindingsThe path analysis provided strong support for the CPE framework in its entirety. However, analysis of sector-specific subsets of the data did not confirm all relationships, suggesting the possibility of industry-dependent performance excellence frameworks and raising new research questions to be explored.Practical implicationsThis research offers several pertinent implications for managers who seek to translate the theoretical CPE framework to actionable quality-improvement efforts.Originality/valueCPE operationalizes many total quality management (TQM) concepts and provides guidelines to TQM programs. This study validates the CPE framework using the most relevant data set to date – the applicant scoring data. The authors are also the first to investigate the cross-industry differences in the relationships between the CPE constructs.

Multiple Regressions of a Malcolm Baldrige's Patient Safety Models

This research proposed to develop patient safety models in primary health care and provide a possible model to implementated. Primary health care in Indonesia battling in assessment of risk reduction strategy because difficulty in identifying adverse event and there are no model or guidance for patient safety in primary health care yet. The patient safety model can be framed with Baldrige Health Care Criteria for performance excellence. Basic Emergency Obstetric Care was an critical health care in Indonesia for reduce maternal death by early detection of maternal complication. So, this study focus to develop patient safety model in basic emergency obstetric care bases on Baldrige criteria. We conducted a cross sectional study, data collected through a likert scale questionnaire from 194 respondent, there were doctors, nurses, midwifes, pharmacist, and medical report officer from six basic emergency obstetric care. Data analysis by linear regression and multiple regression to determined the most suitable variable to the models. The result shows that incident detection, mitigation, health workers workload and commitment, internal audit are variables for a patient safety model development. It is recommended to futher researcher to developed module for patient safety training in primary health care.

Total integrated performance excellence system (TIPES): A true north direction for a clinical trial support center.

This paper presents the quality journey taken by a Federal organization over more than 20 years. These efforts have resulted in the implementation of a Total Integrated Performance Excellence System (TIPES) that combines key principles and practices of established quality systems. The Center has progressively integrated quality system frameworks including the Malcom Baldrige National Quality Award (MBNQA) Framework and Criteria for Performance Excellence, ISO 9001, and the Organizational Project Management Maturity Model (OPM3), as well as supplemental quality systems of ISO 15378 (packaging for medicinal products) and ISO 21500 (guide to project management) to systematically improve all areas of operations. These frameworks were selected for applicability to Center processes and systems, consistency and reinforcement of complimentary approaches, and international acceptance. External validations include the MBNQA, the highest quality award in the US, continued registration and conformance to ISO standards and guidelines, and multiple VA and state awards. With a focus on a holistic approach to quality involving processes, systems and personnel, this paper presents activities and lessons that were critical to building TIPES and establishing the quality environment for conducting clinical research in support of Veterans and national health care.

Strategies to Implement the Baldrige Criteria for Performance Excellence

Only a small number of U.S. businesses have adopted the Baldrige Performance Excellence Program. The purpose of this multiple case study was to explore strategies that executive business leaders use to implement the Baldrige Criteria for Performance Excellence. The study population consisted of six business executives and two organizations in the U.S. state of Texas, all with experience in implementing the Baldrige Criteria for Performance Excellence. The theory of high performance work systems provided the conceptual framework for the study. Data were gathered from interviews and record reviews that were conducted within the organizations. Inductive analysis was used to identify words, phrases, ideas, and actions that were consistent among participants and organizations as well as patterns and themes. Triangulation of sources between the interview and record review data was used for consistency. Three main themes emerged from data analysis: organizations embedded the Baldrige Criteria for Performance Excellence into native work models; they also used robust strategy deployment systems with accountability for action plans to spread the Baldrige Criteria for Performance Excellence; and, rather than specifically create goals to align with the Baldrige Criteria for Performance Excellence, they identified actions to reach organizational strategic goals that were molded using the Baldrige Criteria for Performance Excellence as a business model.

Model of Quality Management System Using Malcolm Baldrige Criteria in Nursing Education in Surabaya

Introduction: Most of the quality of Nursing Education in Surabaya is still at the low level. It is due to the fact that the process and job performances which have not been integrated yet, systematic and fl exible which are in line with the capacity of the organization and the needs of graduates. This study aims to develop a model of quality management systems of Nursing bachelor’s degree program based on the Malcolm Baldrige Criteria For Performance Excellence. Method: The method used is a cross sectional survey design. This research was conducted with a sample of eight institutions and twenty four of respondents. The data was collected by means of interviews, questionnaires and documentation. Analysis of the data used Partial Least Square (PLS). Result: The results showed that 1) leadership affects the study program as well as the profi le that affects job performances; 2) Leadership affects the strategic planning as well as the strategic planning that affects focus of Human Resources. In addition, the focus of human resources affects the focus process and fi nally affects job performances as well; 3) customer focus affects leadership as well as leadership affects strategic planning. As the impact, strategic planning affects focus of human resources and it affects similarly on the focus process and fi nally affects job performances; 4) All variables are affected by measurements, analysis and knowledge management, except in strategic planning. Discussion: Based on the above results, the model of quality management system can be developed by using the Malcolm Baldrige criteria for the purpose of increasing the quality of Nursing Study Program. On the other hands, this model can be used as a reference of the organization at the level of Nursing Study Program (Strategic Business Unit) to restructure the performance of the college in global competition.Keywords: model of quality management system, nursing study program, malcolm baldrige criteria for performance

Making Progress as Leaders among University Staff

This study examined the overview of how individuals in their respective teams operated and contributed to their organization. This study also identified the salient characteristics of how the respondents made progress as leaders in their respective faculties or departments towards identifying directions for innovative future practice through levels of professional training and length of service in an organization. The significant finding of this study is that it identified the salient criteria of progress making among the Malaysian university staff. Therefore, in general, this study could strengthen the role and responsibilities of Malaysian university staff as leaders. In particular, it will enhance the awareness among university staff pertinent to the leadership role towards their contribution to innovative initiatives. Moreover, the results of this study will be useful to examine the strengths and weaknesses of the university staff when contributing to innovative initiatives. This study employed the survey method purported to explore university staffs' views pertinent to the criteria of making progress as leaders. The instrument used for this study was adopted and adapted from the questionnaire of 'Are We Making Progress as Leaders?' by the Baldrige Criteria for Performance Excellence. Stratified-random sampling was employed to determine the samples representing the population of lecturers in the study, involving 123 lecturers in one of the local universities in Malaysia. The main method employed to analyze the data is descriptive and inferential statistics. This study found that the respondents have the propensity in emphasizing customer focus criteria, followed by leadership. Thus, this indicates that customer focus criteria and leadership are the two areas which were perceived by the respondents to be of the greatest importance in making progress as leaders. Conversely, operational force criteria have the lowest mean. The findings of the study proved that significant difference at the p<.05 level occurred for four criteria namely Strategic Planning, Customer Focus, Result and Innovative category in terms of length of service. Likewise, in terms of levels of professional training, there was also a significant difference at the p<.05 level for Leadership, Customer Focus, Work Focus and Operational Force Criteria. Relatively, the actual difference in mean scores for levels of professional training was higher than mean scores for the length of service. In terms of relationship between the professional training level and the length of service among the university staff towards innovation, findings showed that there was only a significant relationship between the professional training level and the length of service of 4 - 6 years among the university staff (Likelihood Ratio= 28.500, df=12, p< 0.5). The rest of the groups based on the length of service showed that there was no significant relationship with the professional training level towards innovation. Moreover, results of the study on directional measures depicted that the relationship for the length of service of 4-6 years with professional training level among the university staff is quite weak with eta=0.07. Leadership criteria were perceived as vital criteria in making progress as leaders. This stems from the fact that good organisation management lies on the shoulders of the key leaders who illuminate the path to be followed by the group members.

Designing a learning health organization for collective impact.

In May 2014, the Public Health Leadership Forum published “The High Achieving Governmental Health Department in 2020 as the Community Chief Health Strategist.”1 This groundbreaking paper started with the following statement: Local and state health departments need to adapt and evolve if governmental public health is to address emerging health demands, minimize current as well as looming pitfalls, and take advantage of new and promising opportunities. To succeed requires a view into the future. In November 2011, the San Francisco Department of Public Health (SFDPH), Population Health Division embarked on this journey to reorganize the public health division into a high-achieving governmental health department for the future. We used public health accreditation as the catalyst to reorganize, and the new organization structure launched on July 1, 2013. For the staff in the SFDPH, public health accreditation is about the humble and passionate pursuit of results, equity, and accountability for improving community health. This inspired us to call our framework for public health accreditation and improvement REACH (Results, Equity and Accountability for Community Health). Staff are focused on achieving results (impacts, goals, and outcomes); integrating equity into quality improvement efforts; designing accountability into our activities, including community-based evidence (local voice, wisdom, and knowledge) with science- and practice-based evidence; and protecting and promoting population health. REACH was developed after the SFDPH leadership embraced the idea that public health accreditation could be used as a vehicle to protect and promote the health of all San Franciscans. The San Francisco Health Commission—the governing health body—passed a resolution declaring public health accreditation a top strategic health priority for San Francisco. With this support, the SFDPH embarked on an extensive reorganization of its public health services into a new Population Health Division. The overarching goal was to design a community-centered, responsive, and agile health organization that could adapt quickly to current and emerging public health challenges and opportunities. Strategic objectives included the following: provide leadership in health protection, health promotion, disease and injury prevention, and disaster preparedness; expand our focus to community wellness, beyond disease events; promote healthy and sustainable environments; integrate health equity into quality improvement efforts; strengthen service excellence to communities, clients, and providers; ensure a culture of trust and innovation; strengthen our culture of finding, translating, and implementing science-based solutions to problems; and achieve and maintain public health accreditation. An organization design team consisting of leaders, managers, and staff was convened. Because there is limited collective knowledge and funding for developing organizational structures in local health departments, a new structure was designed using existing local experience and published resources. The design team members reviewed public health accreditation domains and standards, population health models,2,3 the Baldrige Criteria for Performance Excellence (CPE),4 key public health texts,5,6 and modern organization design books.7,8 The design team actively engaged the staff, the affected community, and other stakeholders to bring in and build connections of trust and understanding. By pulling together all those sources of input, the design team developed a strategic map and then created an organization design framework and staffing chart. With that foundation, the REACH framework evolved after reviewing and testing several quality improvement models.9–16 Finally, the SFDPH was able to leverage funding and technical assistance from the Centers for Disease Control and Prevention and the National Association of County & City Health Officials, which supported preparation for public health accreditation and funding for program collaboration and service integration.17 The purpose of this commentary is to review how the SFDPH used organization design concepts and continuous improvement frameworks to reorganize from autonomous, categorical silos of public health services to an integrated, community-centered Population Health Division. We believe that these concepts and methods can be adapted to many health organizations.

Alignment of University Information Technology Resources With the Malcolm Baldrige Results Criteria for Performance Excellence in Education: A Balanced Scorecard Approach

The authors suggest using a balanced scorecard (BSC) approach to evaluate information technology (IT) resources in higher education institutions. The BSC approach illustrated is based on the performance criteria of the Malcolm Baldrige National Quality Award in Education. This article suggests areas of potential impact of IT on BSC measures in each of the Baldrige Results Categories of the performance criteria. Many of the identified areas of measurement and expected improvement are unique to educational institutions. The multiple-faceted evaluation approach should provide improved assessment of an institution's IT resources and offer a broadened perspective of IT usage in the academic setting.