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Organizational Profile (Health Care)

For a PDF version of the entire Health Care Organizational Profile, see the Sample from the Criteria booklet.

Purchase the Health Care Criteria to take full advantage of the organizational performance framework provided by the Criteria.

The Organizational Profile (the preface to the Baldrige Health Care Criteria for Performance Excellence) is a snapshot of your organization, the key influences on how it operates, and the key challenges it faces. It is the most appropriate starting point for self-assessment and for writing an application. It is critically important for the following reasons:

  • It helps you identify gaps in key information and focus on key performance requirements and results.

  • You can use it as an initial self-assessment. If you identify topics for which conflicting, little, or no information is available, use these topics for action planning.

  • It sets the context for your responses to the Criteria requirements in categories 1–7.

The Organizational Profile consists of two items:

P.1 Organizational Description: What are your key organizational characteristics? (begins just below)

P.2 Organizational Situation: What is your organization’s strategic situation?

P.1 Organizational Description: What are your key organizational characteristics?

Describe your operating environment and your key relationships with patients, other customers, suppliers, partners, and stakeholders.

In your response, answer the following questions:

a. Organizational Environment

  1. Health Care Service Offerings What are your main health care service offerings (see the note below)? What is the relative importance of each to your success? What mechanisms do you use to deliver your health care services?
  2. Vision and Mission What are your stated purpose, vision, values, and mission? What are your organization’s core competencies, and what is their relationship to your mission?
  3. Workforce Profile What is your workforce profile? What are your workforce or employee groups and segments? What are the educational requirements for different employee groups and segments? What are the key elements that engage them in achieving your mission and vision? What are your workforce diversity and job diversity? What are your organized bargaining units? What are your organization’s special health and safety requirements?
  4. Assets What are your major facilities, technologies, and equipment?
  5. Regulatory Requirements What is the regulatory environment under which you operate? What are the applicable occupational health and safety regulations; accreditation, certification, or registration requirements; industry standards; and environmental, financial, and health care service delivery regulations?
b.    Organizational Relationships
  1. Organizational Structure What are your organizational structure and governance system? What are the reporting relationships among your governance board, senior leaders, and parent organization, as appropriate?
  2. Patients, Other Customers, and Stakeholders What are your key market segments, patient and other customer groups, and stakeholder groups, as appropriate? What are their key requirements and expectations of your health care services, patient and other customer support services, and operations? What are the differences in these requirements and expectations among market segments, patient and other customer groups, and stakeholder groups?
  3. Suppliers and Partners What are your key types of suppliers, partners, and collaborators? What role do they play in your work systems, especially in producing and delivering your key health care services and patient and other customer support services? What role do they play in enhancing your competitiveness? What are your key mechanisms for communicating with suppliers, partners, and collaborators? What role, if any, do these organizations play in contributing and implementing innovations in your organization? What are your key supply-chain requirements?


P. Your responses to the Organizational Profile questions are very important. They set the context for understanding your organization and how it operates. Your responses to all other questions in the Baldrige Criteria should relate to the organizational context you describe in this Profile. Your responses to the Organizational Profile questions thus allow you to tailor your responses to all other questions to your organization’s uniqueness.

P.1a(1). “Health care service offerings” are the services you offer in the marketplace. Mechanisms for delivering services to your patients might be direct or might be indirect, through contractors, collaborators, or partners.

“Core competencies” are your organization’s areas of greatest expertise. They are those strategically important capabilities that are central to fulfilling your mission or provide an advantage in your market or service environment. Core competencies are frequently challenging for competitors or suppliers and partners to imitate and frequently preserve your competitive advantage.

P.1a(3). Workforce or employee groups and segments (including organized bargaining units) might be based on the type of employment or contract reporting relationship, location, tour of duty, work environment, use of certain family-friendly policies, or other factors.

P.1a(3). Organizations that also rely on volunteers to accomplish their work should include volunteers as part of their workforce.

P.1a(5). Industry standards might include industrywide codes of conduct and policy guidance.

P.1b(2). Customers include the users and potential users of your health care services. They are the direct users of your health care services (patients), as well as referring health care providers and users who pay for your services, such as patients’ families, insurers, and other third-party payors.

P.1b(2). Patient and other customer groups might be based on common expectations, behaviors, preferences, or profiles. Within a group, there may be customer segments based on differences and commonalities. You might subdivide your market into market segments based on health care service lines or features, service delivery modes, payors, volume, geography, or other factors that you use to define a market segment.

The requirements of your patient and other customer groups and your market segments might include accessibility, continuity of care, safety, security, leveraging of technology, billing requirements, socially responsible behavior, community service, cultural preferences, and multilingual services.

P.1b(3). Communication mechanisms should be two-way and use understandable language, and they might involve in-person contact, e-mail, the World Wide Web, or the telephone. For many organizations, these mechanisms may change as marketplace, patient, other customer, or stakeholder requirements change.

For additional guidance on this item, see the Health Care Category and Item Commentary (PDF).

P.2  Organizational Situation: What is your organization’s strategic situation?

Describe your competitive environment, your key strategic challenges and advantages, and your system for performance improvement.

In your response, include answers to the following questions:

a. Competitive Environment
  1. Competitive Position What is your competitive position? What are your relative size and growth in the health care industry or the markets you serve? How many and what types of competitors and key collaborators do you have?
  2. Competitiveness Changes What key changes, if any, are affecting your competitive situation, including changes that create opportunities for innovation and collaboration, as appropriate?
  3. Comparative Data What key sources of comparative and competitive data are available from within the health care industry? What key sources of comparative data are available from outside the health care industry? What limitations, if any, affect your ability to obtain or use these data?
b. Strategic Context
What are your key strategic challenges and advantages in the areas of health care services, operations, societal responsibilities, and workforce?

c. Performance Improvement System
What are the key elements of your performance improvement system, including your processes for evaluation and improvement of key organizational projects and processes?


P.2b. Strategic challenges and advantages might relate to technology; health care services; finances; your operations; your parent organization’s capabilities; your patients, other customers, and markets; the health care industry; and people. Strategic advantages might include differentiators such as technology leadership, innovation rate, geographic proximity, accessibility, health care and administrative support services, cost, reputation for service delivery, and wait times for service.

P.2c. The Baldrige scoring system uses performance improvement through learning and integration as a dimension in assessing the maturity of organizational approaches and their deployment. This question is intended to set an overall context for your approach to performance improvement. The approach you use should be related to your organization’s needs. Approaches that are compatible with the overarching systems approach provided by the Baldrige framework might include implementing a Lean Enterprise System, applying Six Sigma methodology, using PDCA methodology, using decision science, or employing other improvement tools.

For additional guidance on this item, see the Health Care Category and Item Commentary (PDF).