Don't just take it from us. Here's what nonprofit leaders say:
“There are no shortcuts to success with the Baldrige framework. But the process is definitely worth it. We are excited to report that Baldrige has helped us save more lives each year.”
—Dean F. Kappel, President Emeritus, Mid-America Transplant, 2015 Baldrige Award Recipient
"[Elevations Credit Union's] financial results are the byproduct of employees serving our members and doing a great job. My job as CEO is to turn this organization over to the next CEO in better shape than it is today, and through the Baldrige framework, we [will be] able to do that."
—Gerry Agnes, President and CEO, Elevations Credit Union, 2014 Baldrige Award recipient
"In the past few years we have seen a complete transformation of the book publishing industry. Despite this challenging landscape with the rapid-fire addition of new channels and business models, Concordia Publishing House continues to thrive. Our agility and flexibility during these times is due in great part to the guidance of the Malcolm Baldrige Criteria and the invaluable feedback from the examiners."
—Bruce G. Kintz, President and CEO, Concordia Publishing House, 2011 Baldrige Award Recipient
"People ask, 'Why Baldrige?' My answer is very simple: a Triple A bond rating on Wall Street from all three rating agencies, bringing capital projects in on time and within budget, a 96 percent business satisfaction rating, a 94 percent resident satisfaction rating, an overall quality rating of 95 percent, and an employee satisfaction rating of 97 percent ... that's why we're involved with Baldrige.
A corporate management model is absolutely necessary in government. We in government live in a slew of production functions. The challenge is to harness all those resources, point them in the direction of your customers, and provide the goods and services to your community in the most responsive and responsible way.
We ... see a number of cities around the country that are beginning to focus on the Baldrige Criteria and take a holistic approach to performance excellence. . . . We are forming a consortium for benchmarking purposes and comparing data. . . . More and more cities and local governments are joining on to look at best practices and to compare their results with other high performing cities. It's great for government in America."
—Michael Levinson, City Manager, City of Coral Springs, 2007 Baldrige Award Recipient
"We were looking for a way that would help us have the best business practices of any government agency. That was our goal. We wanted to be the best in that particular area. We looked around and . . . we had people who said, 'Why don't we look at the Baldrige Award?'
The advantage of applying for these awards is not to win them or not to receive them. It's to get the feedback from these experts from the outside who look at your organization in great detail and tell you what you do well and what you don't do so well. And we concentrated on the things that we didn't do so well to improve in those various areas."
—Dr. Joseph A. Lannon, Director, U.S. Army Armament Research, Development and Engineering Center (ARDEC), 2007 Baldrige Award Recipient