joe muzikowski, june, 2013 telling your story effectively – the top 10 things to remember when...

Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013

Telling Your Story Effectively –The Top 10 Things to Remember When Writing Your Application

June 24, 2013

Joe Muzikowski [email protected]

mailto:[email protected]

Joe Muzikowski, June, 2013

On Creating an Exceptional Organization

“I see the Baldrige process as a powerful set of mechanisms for disciplined people engaged in disciplined thought and taking disciplined action to create great organizations that produce exceptional results.”

Jim Collins, author of Good to Great

2

“I see the Baldrige process as a powerful set of mechanisms for disciplined people engaged in disciplined thought and taking

disciplined action to create great organizations that produce

exceptional results.”


The Assessment Cycle

1) Develop an application that accurately depicts your organization’s current state (and get “aha’s” by doing so)

2) Evaluate the application (by a team of Quality Texas Examiners)

3) Get an informative Feedback Report

A well-written applicationresults in an informative

feedback report

4) Use your feedback for

improvement!


improvement!

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1 - Leadership 1 - Leadership

2 - StrategicPlanning


3 - Customer Focus3 - Customer Focus 6 – Operations Focus6 – Operations Focus

7 - Results7 - Results

4 - Measurement, Analysis and Knowledge Management4 - Measurement, Analysis and Knowledge Management

5 - WorkforceFocus

5 - WorkforceFocus

The Quality Texas / Baldrige Framework

Organizational Profile: Environment, Relationships, and Challenges

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Understand the Criteria

What is important to us?

Organizational Profile

Who are we?

What do we do?

Who are our customers?

What are our challenges?

Who are our competitors?

How do we improve?

How are we doing?

Category 7

1 – Products & Processes

2 – Customers

3 – Workforce

4 – Leadership & Governance

5 – Financial

RESULTS

Are we getting the benefit of our efforts?

How do we lead and manage?

Categories 1-61 - Leadership2 - Planning3 - Customer Focus4 - Knowledge

Management5 - Workforce Focus6 – Operations Focus

PROCESSES

Are we doing things the right way?

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The Three-Step Process for Producing an Excellent Application

Step 1: Read the Criteria question

Step 2: Answer the Criteria question

Step 3: Repeat Steps 1 and 2 until you’ve answered all of the questions

Any questions?Any questions?

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“How” and “What”“How” and “What”

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Understanding the Difference;How to Respond to Each Type of Question


“How” and “What”

The Criteria are a series of two types of questions:1. “How” questions ask for descriptions of systematic

approacheso Asked in Categories 1 – 6 (the “process Categories”)

2. “What” questions ask for specific information:o All questions in the Organizational Profile (OP) o In Categories 1 to 6: 1.2b(1); 1.2b(2); 1.2c(2); 2.1a(1); 2.1a(4);

2.1b(1); 2.2a(1); 2.2a(4); 2.2a(5); 2.2b; 3.2a(2); 4.1a(1); 4.1b; 5.1b(1); 5.1b(2); 5.2b(1); 6.1a(2); 6.1b(1); 6.1b(2)

o All questions on performance results in Category 7 8


“How” Questions

“How” questions are looking for detailed descriptions of the processes you use.

Respond with either:o A narrativeo A graphic o A flowchart, oro A combination of these

Example: 3.2.b(2) - “How do you manage customer complaints?”oExaminers will be looking for a description of the approach

(process) you use to gather and manage complaints9


“What” Questions

“What” questions are looking for specific information, without many supporting details.

Respond with either:o A bullet point list, o A table, oro A graphic or figure

Example: 2.1b(1) - “What are your organization’s key strategic objectives and your timetable for achieving them?”o Examiners will be looking for a list or table of the specific

objectives with defined timeframes for completing them10


A Common Applicant Mistake• Providing “what” responses (lists, tables, etc.) to

“how” questions (which ask for demonstration of systematic* processes)

* Systematic approaches are:• Well-defined • Repeatable • Use data and information

to inform learning and drive improvement


The OP: The Rosetta Stone

Understand How Key Factors Relate to the Criteria Questions

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Develop Your Organizational Profile (OP)

What is it?• A 5-page description of your organization

o Required for applications at all levels

Why is it important?• The OP allows examiners to apply the generic Quality

Texas criteria to the unique facts and characteristics of your organization in their review of your application, which makes your feedback more useful

• Many of your feedback comments will reference facts you mentioned in the Organizational Profile

So, make development of the OP your first priority

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• Organizational Environment• Product offerings• Vision and mission• Core competencies

• Workforce profile• Assets• Regulatory requirements

• Organizational Relationships• Organizational structure• Customers and stakeholders• Suppliers and partners

• Competitive Environment• Competitive position• Competitiveness changes• Comparative data

• Strategic Context• Strategic challenges and

advantages

• Performance Improvement System

P.1Organizational

Description

P.2Organizational

Situation

The Organizational Profile (OP)

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How Examiners Use the Organizational Profile (OP)• They develop a short, bullet point list of “Key Factors”• Identify 4-6 Key Factors that pertain to the Criteria

questions for each Item• Develop their observations, comments and scoring based

on the application’s response to the questions, using the Key Factors as a filter to ensure significance and relevance of their comments and accuracy of their scoring

• Example: What Key Factors (identified in the OP or elsewhere) could be relevant for Item 1.1?

• Senior leaders (who they are) – P.1b(1) (also in org chart)• Vision and values – P.1a(2)• Workforce profile (numbers, types, locations) – P.1a(3)• Customers - P.1b(2)• Suppliers and partners – P.1b(3)

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Map Your Key Factors to Criteria QuestionsWhat is your

workforce profile? [P.1a(3)]

How do you determine the key elements that affect workforce engagement? How do you determine

these elements for different workforce groups and segments? [5.2a(1)]

Staff Satisfaction Survey, segmented by groups shown in

the OP

Senior Leader Breakfast Meetings

(informal reinforcement)

Employer of Choice Engagement Dimensions

Applicant Response

Staff Results against the Key Performance

Dimensions that define engagement, Figures 7.3-2a and

7.3-2b

Staff Satisfaction and Engagement Results,

Figures 7.3-6a and 7.3-6b (with

segmentation matching that shown

in the OP)Text on p. xix

and Figure P.1-4

What are your current levels and trends in key measures…of workforce

engagement and workforce satisfaction?

[7.3a(3)]Applicant Response

Applicant Response

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Write for Your Audience

• Consider non-sector examinerso Don’t confuse them with sector or organizational

jargono Remember the importance of the glossary

• Use an active voice• Be specific as to who does what• Maintain consistency

o Use a style guide for consistent “look and feel”

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The Importance of the Glossary

• It’s a list of acronyms and definitionso Industry-specificoOrganization-specific

• It explains to outsiders the arcane details of your organization and your industry

• It doesn’t count against the page limitation for the OP or the body of the applicationoUse as “free space” to explain things that otherwise would

take up space in the application

NOTE: Begin gathering and defining all glossary items early on18


The Style Guide• Develop it early on in the writing process• Helps ensure consistency across the application• Avoid the passive voice• Typical things to decide:

o Will you be writing in the 1st or 3rd person?o Using proper names in reference to people, just

titles, or both?o How common words and terms will be used

• Acronym definitions and use• “System” or “system”?• “Figure” or “figure”?

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The Cardinal Rule of Application Writing

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Four Possible Types of Feedback

Useful Feedback

Accurate, understandable and actionable

(and we need to work on this)

Accurate, understandable and actionable

(but we don’t have resources to work on this at this time)

Useless Feedback

Not accurate, understandable or actionable

(because we didn’t explain our story accurately or effectively)

Not accurate, understandable or actionable

(because the Examiners missedthe point of our story)

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How to Get Useful FeedbackDo:• Understand what the Criteria

ask for• Understand the evaluation

factors• Be truthful• Be accurate• Be as detailed as possible

(within the page limitation)• Tell your story with pride• Keep in mind you’re writing a

story with 7 chapters

Don’t:• Forget the importance of the

Organizational Profile• Stray far from the Criteria

questions• Embellish or exaggerate • Forget you’re also writing for

non-sector people• Write “empty” prose to fill

up space• Forget linkages • Write 7 short stories

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Think Like an Examiner

• Remember the evaluation factors: ADLI / LeTCI• Understand how examiners identify your

Strengths and OFIs• Understand criteria KEY WORDS

o Refer to the glossary in the criteria • Understand how Key Factors are used• Understand how scoring reflects your level of

maturity and achievemento Scoring language may be incorporated in your

feedback comments23

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Process Evaluation Factors A-D-L-I

Approach – The method used to address the Criteria requirements: How do you do it? What are the steps in your process? How repeatable is it?

Deployment – The extent to which the process is used consistently in all appropriate work units

Learning – How the organization systematically evaluates and improves its processes; how the organization learns

Integration – How the individual approaches of the system operate as a fully interconnected unit

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Approach: What the Criteria Ask For

• Is there a process? (Not an anecdote)• Is it appropriate to the Item requirements? • Is it systematic (i.e., repeatable, managed using

data)? oNOTE: A process can be informal, but may

still be systematic• Does it appear to be effective? • Is the approach a key organizational process (i.e.,

important to your overall performance)?

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Levels – Numerical data that place an organization’s performance on a meaningful measurement scale

Trends – Numerical data that show the direction and rate of improvements

Comparisons – Numerical data that show the relationship of an organization’s performance relative to others (or the performance of units within an organization to one another)

Integration – Connections to important customer, product/service, process, or action plan performance requirements

…and Segmentation as appropriate

Results Evaluation Factors Le-T-C-I

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A Few Words on Segmentation

Segments can be defined by, among other things:o Product, service or business lineo Locationo Population group (DRG, age, cohort, etc.)o Workforce group (nurses, admin, hourly, etc.)o Size of the group in question

Note where segments are asked for in the OP:o P.1a(1) – Product offeringso P.1a(3) – Workforce profileo P.1a(4) – Assets (facilities)o P.1b(2) – Customers and stakeholderso P.1b(3) – Suppliers and partners

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Note that you define these; the examiners will be using

the information you provided in

the Organizational

Profile to evaluate your

results


Why Scores Matter

Scores provide feedback to you about the relative maturity of your processes and results The same scoring grid and guidelines are used for all four

Quality Texas application levels

Scores help Examiners “calibrate” the comment balance

9.08.5

8.5 8.59.0


The Scoring Grid for Process Items


Results: A Mere 45% of the Score

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Results: Every Picture Tells a Story

Results may be presented in:o Graphic formato Tabular formato Text o A combination of the above

Key Measures

2010 2011 2012 2013 YTD

Measure A 4.35 5.27 6.14 6.22

Measure B 7.31 7.25 7.65 7.62

Measure C 6.22 6.54 7.21 7.31

“Our financial performance has demonstrated continuedimprovement overthe past three years…”

Patient Satisfaction

01020304050

2009 2010 2011 2012

% P

os

itiv

e

Hospital A Hospital B Hospital C

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Results: Linkages to Categories 1 - 6Are results provided for all key measures presented in the OP and Process Categories? Note linkages to:o 1.2b(1) – “What are your key compliance…measures and goals…for meeting

and surpassing regulatory requirements…?”o 1.2b(2) – “What are your key…measures…for…monitoring ethical behavior…?” o 2.1b(1) – “What are your key strategic objectives…”?o 2.2a(1) – “What are your key short- and longer term action plans…”?o 2.2a(4) – “What are your key workforce plans…”?o 2.2a(5) – “What key performance measures do you use…to track the

achievement and effectiveness of your action plans?o 4.1a(1) – “What are your key organizational performance measures…?”o 5.1b(1) – “What are your…measures for (workplace health, safety and security)

…?” o 6.1b(1) – “What key performance measures…do you use for to control and

improve your work processes?”32


• Be sure all graphs are meaningful and relevanto Don’t show high-performing “fluff”o Show all of your important measures, even if they’re

not performing as expected• Explain the reasons for unfavorable performance• Explain the steps you’ve taken to improve

• Ensure that all the appropriate results are presented, including those asked for in categories 1 - 6 in the criteria o Examiners will cross-check your application for

“missing measures” – a common OFI

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Important Points for Results


Linking Results and ProcessesProcess Category Related Results Item

1 – Leadership 7.4 – Leadership and Governance Outcomes, including Strategy Implementation Results

2 – Strategic Planning 7.5 – Financial and Market Outcomes

3 – Customer Focus 7.2 – Customer-Focused Outcomes4 – Measurement, Analysis and Knowledge Management

7.1a – Customer-Focused Product and Process Results

5 – Workforce Focus 7.3 – Workforce-Focused Outcomes6 – Operations Focus 7.1b – Work Process Effectiveness Results

7.1c – Supply-Chain Management Results

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Common Mistakes in Presenting Results• Presenting data and information in a format that’s hard to

understand and interpret

• Only showing comparisons of actual performance to your plan, goals or targets

• Using relevant but sub-optimal comparisons (e.g., industry average) if a more stringent one is available

• Reporting results with insufficient data points to indicate a positive trend or consistent high levels of performance

• Reporting results for some but not all areas of importance identified in the OP and in the process Categories

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Checklist for Results Presentation• Do results link to something important to your organization?• Can an outsider easily understand the graphs?• Is there an arrow to show the direction of “goodness”? • Are there gaps in what you’ve presented?

o If so, have you explained any unfavorable results and what corrective actions you’ve taken ?

• Are trends apparent? (3 or more data points)• Do most graphs and tables include a relevant comparison?• Are the results segmented by customer group, employee

group, location, product line, etc. that you defined in the OP?• Does any accompanying text expand on (not repeat) what’s in

the graph?36


VACSP’s Results

37VA Cooperative Studies Program, a 2009 Baldrige Recipient

Note the clear, short explanations below the graphs, which complement the graphs’ content.


Coral Springs’ Crime Rate

38City of Coral Springs, a 2007 Baldrige Recipient


Southcentral Foundation’s Action Plan Completion

39Southcentral Foundation, a 2011 Baldrige Recipient

This is an effective use of “stoplight” colors to indicate performance

7.4b: “What are your results for… achievement of

your action plans…?”


Lockheed Martin MFC’s Sales Growth

40

Lockheed Martin Missiles & Fire Control, a 2012 Baldrige Recipient

This graphic demonstrates how to show relative comparative performance


Lockheed Martin MFC’s Safety Results

41

Lockheed Martin Missiles & Fire Control, a 2012 Baldrige Recipient


North Mississippi’s Stroke Results

42North Mississippi Health Services, a 2012 Baldrige Recipient


Freese and Nichols Employee Satisfaction

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Freese and Nichols, a 2010 Baldrige Recipient

Note the segmentation by: 1) employee tenure and 2) factors of importance for the organization


AtlantiCare’s Governance Results

AtlantiCare, a 2009 Baldrige Recipient

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PVHS’s Turnover Rate

Note how initiatives are shown by year, implying cause-and-effect with the decrease in turnover.

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Graphics (& Tables): Worth 1,000 Words

• They break up the narrative

• They appeal to the “right brained” reader

• They save space

• They can set or complement the style

of the application

• Exception: Don’t use photos ofo People, o Events oro Places

46

6


City of Irving's Performance Improvement Process

47City of Irving, a 2012 Baldrige Recipient

P.2c: “What are the key elements of

your performance improvement

system…?


MESA’s Sources of Comparative Information

48Mesa Industries, a 2006 and 2012 Baldrige Recipient

Note the linkage to the types of results asked for in Category 7.


PVHS’s Leadership System

Poudre Valley Health System, a 2008 Baldrige Recipient49


MESA’s Leadership System

50Mesa Industries, a 2006 and 2012 Baldrige Recipient


Sharp’s Strategic Planning Process

Sharp HealthCare, a 2007 Baldrige Recipient51


PVHS’s Measures Determination

4.1a(1): “How do you select…data

and information to use in tracking…daily operations

and overall organizational performance,

including progress relative to strategic

objectives and action plans?”

52

Poudre Valley Health System, a 2008 Baldrige Recipient


Freese and Nichols’ Performance Reviews

53Freese and Nichols, a 2010 Baldrige Recipient

Note the participant listing, which helps reinforce senior leaders’ activities and involvement.


Themes: Write Your Own Feedback7

Remember the connections across the seven Categories of the Criteria

Remember the connections across the seven Categories of the Criteria

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Leadership

Strategic Planning

Customer Focus

Measurement, Analysis

and Knowledge

Management

Workforce Focus

Operations Focus

Results

Organizational Profile








5 - WorkforceFocus

5 - WorkforceFocus



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Core Values and Concepts• Visionary Leadership

• Customer-Driven Excellence

• Organizational and Personal Learning

• Valuing Workforce Members and Partners

• Agility

• Focus on the Future

• Managing for Innovation

• Management by Fact

• Societal Responsibility

• Focus on Results and Creating Value

• Systems Perspective

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Think about these concepts as potential “themes” for your

application


Key Themes Respond to These Questions:

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

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

c) Considering the applicant’s key factors, what are the most significant strengths (data, comparisons, and linkages) found in its results?

d) Considering the applicant’s key factors, what are the most significant opportunities, vulnerabilities, and/or gaps (data, comparisons, and linkages) found in its results?


Sources for Key Themes

Key Themes usually:

• Relate to one or more of the applicant’s Key Factors (issues identified in the OP and elsewhere in the application)

• Address requirements in multiple Categories/Items (“cross-cutting”)

• Incorporate evaluation factor language

• Reflect the criteria Core Values


Typical Types of Key Themes

Process (sections a and b in your feedback report):o Approach-Deployment-Learning-Integration referenceso Criteria core values linkageso Innovationo Core competencies, strategic challenges, and strategic

advantage linkages

Results (sections c and d):o Levels-Trends-Comparisons-Integration

referenceso Segmentationo Missing measures


Remember Timelines and Deadlines

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• Start with the application due date and work backwards (minimum 3 months; 6 months is ideal)

o Write the Organizational Profile first• Assume 4 – 8 weeks for completion• Work on results and some

of the content concurrentlyo Develop your style guide early on

• Decide on the number of drafts neededo Two or three are common

• Bullet point format, then one or two narrative drafts• Complete the Eligibility Certification Form (due ~ five weeks

before the application)

NOTE: Be aware of

the strict deadlines for eligibility and

application submittal


Application Development Process (1 of 2)

1. Create your team, including Category Champions2. Develop a project timeline (work backward from

application due dates) and completion schedule3. Review and clarify Criteria requirements and terms4. Review Baldrige Award application summaries for ideas5. Develop the style guide; begin gathering terms for

inclusion in the Glossary 6. Draft the Organizational Profile (OP)7. Identify the themes you wish to emphasize throughout 8. Identify sources to answer the Criteria questions 9. Gather A-D-L-I information related to Process Items

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10. Draft bullet-point responses to address Criteria questions (using a formatted template if possible)

11. Determine results that demonstrate the performance of your identified processes

12. Gather data related to results, keeping in mind Le-T-C-I13. Solicit feedback on drafts; review and incorporate it14. Develop graphics and graph results15. Convert bullet-point responses to narrative and figures 16. Review across Categories for consistency in content and

voice, then complete the final draft17. Have senior leaders sign off on final review18. CELEBRATE!

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Application Development Process (2 of 2)


Develop a Template for Your Content

Word Document

formatted per application

requirements

Insert the criteria

language verbatim

Enter draft content; delete criteria

language after final

draft is completed

63


Typical Page and Figure Count for an Award Level Application

Category / Item Pages # of Figures

1 6 42 5 43 6 54 5 45 6 56 6 4

7 (total) 16 100TOTAL 50 116

7.1 4.5 367.2 3.5 227.3 3.0 167.4 2.5 137.5 2.5 13

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How to Write It / Whom to Involve?9

Approach Pros ConsSolo author • Works well in small

organizations• Feasible for a Commitment level application

• Misses detail in large organizations, especially multi-product and/or site• Needs a good writer with excellent knowledge of the organization

Category writers

• Can effectively address details, especially if writers are the content experts

• Can take a “tunnel” approach, focused on just one Category• May be difficult to verify content

Writing teams • Allows greater input• Increases accuracy and quality of the feedback • Identifies obvious gaps

• Time-consuming for a large group of people

“Ghostwriter” • Minimal organizational effort • Accuracy highly variable• Extremely expensive


The Roles of Senior Leaders

Remember: This is a contact sport for your senior leaders! Some things can’t be delegated.• Communicate the purpose of your organization’s

participation in the Quality Texas process• Build shared commitment among leadership• Support data-gathering and application development

o Review progress on timelineo Remove barriers if necessary

• Participate in writing as appropriate, especially Category 1!• Review and provide input to the entire application • Own the feedback report; lead improvement initiatives

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What Works Best?• Senior executives as sponsors

o Communicating what and why to the organizationo Actively participating in writing sections

• Providing input (e.g., strategic challenges; core competencies)o Supporting as neededo Reviewing/approving final drafts

• Category teams comprised of:o A team leader (may also be a senior leader)o Content experts (including related measures)o Cross-functional representatives from various areas (sites,

departments, business lines, etc.)• Designated support, including:

o Proofreadero Graphic designer/artisto Data analyst/measures specialist

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Writing Team Roles• Category Lead

o Build understanding of the Criteria personally and with their teamo Develop a work plan and its oversee accomplishment o Convene and lead team meetings to obtain and review inputo Serve as or identify/help the Primary Author for the Category o With the Primary Author, review / address feedback on drafts o Review full final draft to ensure alignment; identify and address gapso Sign off on final draft of Category

• Category Team Membero Participate in gathering input and/or drafting Criteria responses for

assigned Category and related resultso Participate in reviewing and giving feedback on drafts

• Primary Authoro Receive input and feedback from Category Team Memberso Act as author on behalf of the Category Team

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Other Roles• Functional Committees

o Provides guidance and feedback to writers

o Reviews 1st and 2nd drafts

• Administrative Assistant o Coordinates review of each

drafto Manages details/scheduling

• Designer o Designs the look of applicationo Develops graphicso Manages physical completion

of the application

• Proof Reader o Ensures consistent style, error-

free text

• Data Analyst o Provides insight into meaning of

the resultso Helps develop results charts

• Senior leaders/other managerso Provide encouragement and

supporto Review final application

• Consultant (if needed)69


Which Level / Which Criteria?

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The Quality Texas Application Levels

Level -> Engagement Commitment Progress AwardApplication • 5-page

Organizational Profile (OP)

• 10 page application

• Organizational Profile (OP)






Focus of the Criteria

• Basic requirements of all 7 Categories

• Approach and levels of performance for all 7 Categories

• Approach, deployment, levels and trends for all 7 Categories

• All process and results evaluation factors for all 7 Categories

Feedback Provided

• Feedback report• No site visit

• Feedback report• No site visit

• Feedback report • Site visit can be

purchased

• Site visit (unless declined)

• Feedback report

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5 - WorkforceFocus

5 - WorkforceFocus



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Where Are You Starting From?

• First-time applicants:o Get guidance from Quality Texas on which is the most

appropriate application level for your organization o Focus on the Organizational Profile and identifying

your biggest gaps, including “missing” measures

• Repeat applicants:o Address the most significant OFIs from your last

feedback reporto Look for linkages across Items and integrationo Identify and write to your Key Theme strengths

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Three Versions of the Criteria:1) Business / Nonprofit, 2) Education, and 3) Healthcare

But, consistent in structure and intent, for example:* • Listening to Current CUSTOMERS: HOW do you listen to…

CUSTOMERS to obtain actionable information? HOW do your listening methods vary for different CUSTOMERS, CUSTOMER groups, or market SEGMENTS?...

• Listening to Current Students and STAKEHOLDERS: HOW do you listen to…students and STAKEHOLDERS to obtain actionable information? HOW do your listening methods vary for different student groups, STAKEHOLDER groups, or market SEGMENTS?…

• Listening to Current PATIENTS and STAKEHOLDERS: HOW do you listen to…PATIENTS and STAKEHOLDERS to obtain actionable information? HOW do your listening methods vary for different PATIENT groups, STAKEHOLDER groups, or market SEGMENTS?...

* Award Level Criteria for 3.1a(1) 74


For Details About Applying

Go to: http://www.texas-quality.org/Applicants/Home.aspx

for all necessary forms, dates, etc., including:o Key dateso Description of the various application levelso Application feeso Eligibility certification formso Application package checklistso Publicity and ethics guidanceo Info on obtaining the Criteria

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http://www.texas-quality.org/Applicants/Home.aspx




Summing Up the Top 10

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8

9

10

6

7

Which Level? / Which Criteria?

How to Write It? / Whom to Involve?

Remember Timelines and Deadlines

Themes: Write Your Own Feedback

Graphics (and Tables): Worth 1,000 Words


Summing Up the Top 10

77

Results: A Mere 45% of the Score

Think Like an Examiner

Write for Your Audience

The OP: The Rosetta Stone

Understand the Criteria

5

4

3

2

1


Other Useful Tips

Getting the most from your application writing efforts

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Resources for Writing Your Application

• The QTF web site (www.texas-quality.org) oHow to obtain the CriteriaoApplication requirements and formsoResource libraries

• The Baldrige web site (www.quality.nist.gov)oHow to order the Baldrige Criteria (= QTF Award level)oAward recipient contacts and application summariesoCase study materials and other publications

• Your own organization’s website and publicationsoKey facts and figures about your organization

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Use Your Space Wisely• Be mindful of the page limit for your application (the limit

excludes the glossary and 5-page Organizational Profile)• Use all the space allotted, but use it wisely• Going over the page limit is bad because:oQTF will ask you which page(s) you want deleted from the

application before Examiners review it• Going under the page limit is bad because:oThe Examiners will not give you any benefit of the doubt

(“You had space, but you didn’t respond to some questions. So, we don’t think you have these things in place.”)

• Cross-reference wherever possible to avoid duplication and imply integration, e.g. “As mentioned in 4.1a(1)…”

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Formatting

• Paper size: 8 ½” X 11”; use portrait orientation for text; tables and graphics may be either portrait or landscape

• Font: Times New Roman or equivalent, 10 point for body text and all tables; text embedded in graphics should be no smaller than 8 point (use Arial or Arial Bold for smaller font sizes for readability)

• Line spacing: two point lead minimum• Maximum of 60 lines (including blank lines) per page• Margins: ¾” on the left (binding) side and top; ½” on the opposite side and

bottom• Two-column format is preferred for text; use a minimum of ¼” between

columns • Header and/or footer may contain section descriptions, organization name

and/or logo• Spiral binding of the completed application is preferred • Use a heavy, blank cover stock front and back to protect your confidentiality

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Review, Revise, Refine• Make it a team project to pull all the information together• Make sure the final document is written in a consistent voice

throughout the documento A “single final author” works well

• Category champions must review the entire document to ensure cohesiveness and consistency between sectionso But be firm on “drop dead” dates

• Have one or more people who were not involved in writing review the entire application to identify areas lacking clarityo An outsider’s view is useful for this

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Other Uses for Your ApplicationYour application shouldn’t be a “one hit wonder.” It’s a record of how you do things in the organization and how you’ve performed. External uses:

o The OP can be a good recruiting brochure

Internal uses:o The application is your “operations manual”

• Keep it up to dateo The application can be used for orientation for Board

members and new leaderso Sections can be used for orientation and training

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The Assessment Cycle

1) Develop an application that accurately depicts your organization’s current state (and get “aha’s” by doing so)

2) Evaluate the application (by a team of Quality Texas Examiners)

3) Get an informative Feedback Report

A well-written applicationresults in an informative

feedback report


improvement!


improvement!

84


Understanding Your Feedback Report• Scoring Bands and descriptorsoProvides score within a range of 8 scoring bands each for

process and resultso Indicate overall maturity of your processes and resultsoRadar and Pareto charts show Item score distributions

• Key ThemesoServe as the Executive Summary for senior leadersoProvide high-level and cross-system views of processes and

results (viewed at the “system” level)• Item-Level Scoring range (e.g., 30 – 45%)• Item-Level Strengths and OFIsoParticularly important issues are in bold

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Telling Your Story Effectively –The Top 10 Things to Remember When Writing Your Application

June 24, 2013

Joe Muzikowski [email protected]

mailto:[email protected]

joe muzikowski, june, 2013 telling your story effectively – the top 10 things to remember when...

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