Before Baldrige, every three to five years, the strategic planning staff at 2011 Baldrige Award recipient Southcentral Foundation (SCF) went to a locked room, opened up a dense binder from the last planning cycle, and noted what good stuff was stored in there. Then a new binder would be created and locked away. Michelle Tierney, SCF VP of organizational development and innovation, said we began to wonder whether there may be something different that we can do.
Then SCF began reading and implementing the Baldrige strategic planning category within the Criteria for Performance Excellence, adapting it to what worked best for the nonprofit health care organization.
Now SCF integrates its strategic planning with other processes annually and gathers input from a lot more participants (including the voice of its Alaska Native and American Indian customer-owners spread across 100,000 square miles, including 45,000 customers who live in 55 remote villages accessible only by plane) that can be used to plan for health care needs. Planning also now includes an innovative Web-based tool and the complete engagement of staff. “Every employee can say this is how my work, how what I do, impacts the mission and vision,” said Sharon Fenn, SCF improvement advisor.
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