The ABCs: AFGE Baldrige Carey

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The ABCsAFGE - Baldrige - Carey

• William (B.J.) Ocker, President
• AFGE Local 2604
• VA Medical Center
• White River Junction, VT

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PURPOSE

• What does Baldrige and Carey mean to AFGE?
• How to integrate AFGE into the Baldrige and Carey
  process

Goal
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Robert W. Carey Award
Highest achievement award presented to a
Department of Veterans Affairs facility Based
upon the Baldrige criteria and other VA
specific performance measures
Malcolm Baldrige Award
National award, managed by NIST, given to
businesses for excellence in their area of
expertise (healthcare, business, education) THE
BEST of the BEST
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Malcolm Baldrige

• The Malcolm Baldrige National Quality Award was
  created by Public Law 100-107, signed into law on
  August 20, 1987. Principal support for the
  program comes from the Foundation for the Malcolm
  Baldrige National Quality Award, established in
  1988. The Award is named for Malcolm Baldrige,
  who served as Secretary of Commerce from 1981
  until his death in 1987. His managerial
  excellence contributed to long-term improvement
  in efficiency and effectiveness of government.
• Ref NIST.gov

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What is the Baldrige Award?

• Malcolm Baldrige National Quality AwardThe
  annual self-evaluation covers the following seven
  categories of criteria Leadership Strategic
  Planning Customer and Market Focus
  Information and Analysis Human Resource Focus
  Process Management Business Results Ref
  iSixSigma.com

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Previous Winners

• Xerox
• Boeing Aerospace
• AT T
• Motorola
• IBM
• Ritz-Carlton
• 3 Healthcare facilities

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Malcolm Baldrige Award

• For the first time in the history of the
  Baldrige Award, Two VA Organizations
• VISN 2
• and
• VA Medical Center
• White River Junction, Vermont
• Obtained the site visit level!
• (2 of the 4 Healthcare Facilities
• which reached this level in 2004)

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Robert W. Carey

• Robert W. Carey was Director of the Veterans
  Affairs Regional Office and Insurance Center
  VAROIC in Philadelphia, PA. He died March 4,
  1990, at the age of 44.
• The VAROIC in Philadelphia is one of the largest
  regional offices in the VA system. It is also the
  headquarters for the nationwide GI life insurance
  program which insures over 7.2 million veterans,
  service members, and reservists.
• Mr. Carey was known for his passion for people.'
  

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Robert. W. Carey Organizational Excellence Award

• Honors VA facilities that provide a benchmark for
  other facilities to measure their performance. 
• The award serves as a model for implementing
  innovative, effective and constantly improving
  delivery of service to Veterans.

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Carey Award Winners

• 2004
• VA Medical Center
• White River Junction, Vermont
• Research and Development/Cooperative Studies
  Program Clinical Research Pharmacy Coordinating
  Center
• Albuquerque, New Mexico
• 2003
• VA Medical Center
• Loma Linda, California

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Carey Award Winners

• 2002
• VBA Insurance Center
• Philadelphia, Pennsylvania
• 2001
• VISN 2
• Albany, New York
• 2000
• VA Medical Center
• Erie, Pennsylvania

• 1999
• VA Medical Center
• Grand Junction, Colorado
• 1998
• Denver Distribution Center
• Denver, Colorado
• 1997
• James A. Haley
• Veterans Hospital
• Tampa, Florida

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Carey Award Winners

• 1996
• National Cemetery
• Calverton, New York
• 1995
• VA Domiciliary
• White City, Oregon
• 1994
• VA Regional Office
• Muskogee, Oklahoma

• 1993
• Samuel S. Stratton
• VA Medical Center
• Albany, New York
• 1992
• VA Regional Office Insurance Center
• Philadelphia, Pennsylvania

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So, what does this really mean?

• Provides an organization a means to obtain a
  measure of performance and effectiveness in
  delivery to their customers
• Standardized scoring process, regardless of
  organization design, size, government or
  commercial
• Simple terms Lets you know if the good work you
  think youre doing is actually a good work!

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But, thats not all.

• Another key element of Baldrige is employee
  satisfaction
• VHA All employee survey addresses how employees
  feel about their work environment
• Recruitment and retention is also a measure of an
  organizations performance

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Best Practices Benchmarking

• Baldrige provides a means to document and
  acknowledge the efforts of employees
• Constantly improving work processes
• Seeking innovative concepts and ideas
• Establishing best practices
• Creating the benchmark for excellence

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Goal Strive for Excellence

• What is excellence?
• How do you define excellence?
• My definition
• Doing the absolute best job possible, and having
  the vision to continuously make it better
• Excellence is not permanent
• However, striving for excellence is

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Baldrige Category 5- Staff Focus

• This category assesses commitment to employees
  how staff education, development, motivation, and
  work climate promote excellence while maintaining
  alignment with the mission, and vision of the
  organization.
• In other words, does the organization support the
  employees, which in turn enriches the
  organization?

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Baldrige Category 5- Staff Focus

• Divided into three segments
• 5.1- Work Systems
• 5.2- Staff Learning and Motivation
• 5.3- Staff Well-Being and Satisfaction

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5.1 Work Systems

• 5.1(a)- Organization and Management of Work
• 5.1(b)- Staff Performance Management System
• 5.1(c)- Recruitment and Career Progression

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5.2 Staff Learning

• 5.2(a)- Staff Education, Training,
  and Development
• 5.2(b)- Motivation and Career Development

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5.3 Staff Well-Being and Satisfaction

• 5.3(a)- Work Environment
• 5.3(b)- Staff Support and Satisfaction

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oesnt this all sound familiar?
D
U

• nions have been protecting and promoting
  employees for YEARS!!

ow do you get involved?
H
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Starting the Process

• Customer/Employee satisfaction is crucial
• Cultivate a strong partnership between management
  and the union
• Be Proactive in the process
• Realize the importance of union involvement in a
  Baldrige program
• Understand Baldrige is more than an award, its a
  guide for positive change

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What if the Union/Management relationship is not
strong?

• Part of customer service is union representation
• Break down old paradigms
• Resistance to change
• US vs. THEM mentality

• REMEMBER
• Management
• Union
• Employees
• Organization

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If its Busted, Fix it

• If it is broken, then repair it!
• If it is does not exist, build it!
• Establishing a strong partnership is similar to
  building a bridge
• Starting at the extreme ends, joining in the
  center on completion
• Understanding all of the components of completing
  the project

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Bridging in to Baldrige

• Understand the Baldrige philosophy and scoring
  criteria
• Union and management working together on
  achieving the goals of the organization
• Share in the success of the finished product
• Realize excellence is NOT the objective, STRIVING
  for excellence is the catalyst

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Types of Bridges
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Choosing the RIGHT Bridge

• Points to consider
• How do you pick the RIGHT bridge for the job?
• What are you looking for?
• How long do you intend on using it?
• What resources are available?

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Picking the Type of Bridge

• There is no one Perfect bridge !
• Each organization needs to find the bridge that
  best fits their needs, short term, and long term

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What are you looking for?

• Fair and equitably distributed involvement in the
  process
• Opportunity to provide supportive data
• Bridge the gap between employees and
  administration

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How long do you need it?

• Temporary vs. Permanent
• Short-term vs. Long-term
• Immediate need vs. Projected need

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What resources are available?

• Resources are more than money!
• Utilize the experience of all employees,
  regardless of level of authority

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Lets build a bridge!

• Assemble the proper tools
• Use resources
• Personnel
• Facility
• Financial
• Data Capture
• Customer Surveys
• Review previous applications

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What can go wrong?

• Using two sets of plans
• Unexpected changes
• Resistance to participate

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How do you fix the problem?

• Communication
• Follow Rules of Conduct
• Open doors, not pigeon holes
• Resolve instead of Dissolve
• Strive for Success

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Rules of Conduct

• Respect each person
• Share responsibility
• Criticize only ideas, not people
• Keep an open mind

• Question and participate
• Attend all meetings
• Listen constructively

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B.J.s Wheel for Success

• Why use a wheel as an analogy?
• Has no beginning or end
• Revolves around an axis
• Equitable value

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Apply this concept , to the Baldrige process.
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You Have the Wheels of Success !!
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If you remove one spoke.
you may get by
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Remove two and.
QUADRAD
NUTRITION SVC
PHYSICIANS
CUSTOMER
ALLIED HEALTHCARE
FINANCE
NURSING
the wheel is limited
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Remove even more and
QUADRAD
PHYSICIANS
CUSTOMER
ALLIED HEALTHCARE
FINANCE
NURSING
the wheel is vulnerable
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With additional stresses, increased load, or
further breakage
QUADRAD
ALLIED HEALTHCARE
PHYSICIANS
NURSING
FINANCE
failure is certain!!!
(And, where does that leave the customer?)
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Keys to Success

• Implementing the Baldrige criteria can not be
  effective without the following
• Fully understand the Baldrige and Carey Process
• Educate all employees in what Baldrige means to
  them, in their terms
• Realize that Union Employee
• Union and Administration must work together
  creating a solid Master Agreement and partnership
  policy is a good start!
• If the bridge isnt there, build it! If it is
  broken, repair it!
• Together, maintain the integrity of your bridges!

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Keys to Success

• Embrace the concept that all members of
  organization are valued and equitable
• Failure to support each individual will lead to
  compromising the organization, and more
  importantly, effect the customer
• Remember the goal is not an award, nor is it
  excellence excellence is at best temporary
• The goal is to know where you are, have the
  vision on where you want to be, while possessing
  the motivation and ability to get there

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References

• Malcolm Baldrige
• http//www.nist.gov/public_affairs/factsheet/baldf
  aqs.htm
• http//www.isixsigma.com/dictionary/Malcolm_Baldri
  ge_National_Quality_Award-13.htm
• Robert W. Carey
• http//www1.va.gov/OPA/feature/vanguard/02JanFebVG
  .pdf

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References

• Rules of Conduct
• http//www.umich.edu/urecord/9293/Nov16_92/13.htm
  
• VA Medical Center, White River Junction web site
• (includes Baldrige application)
• http//vaww.visn1.med.va.gov/Templates/FacilityHom
  e.aspx?pid139