The Foundation for the Malcolm Baldrige National Quality Award Inc

What it reported doing in 2025

Form 990 - supplemental information (reflecting fy2024 accomplishments and fy2025 direction) america is at a defining moment. Global competition, workforce disruption, community needs, and economic uncertainty demand leaders and organizations capable of sustained excellence, resilience, and results. In fy2024, the baldrige foundation advanced its mission with urgency and clarity, promoting performance excellence, strengthening the baldrige ecosystem, expanding access to leadership and organizational development resources, and laying the groundwork for the next era of the malcolm baldrige national quality award program. Our objective is simple and essential: to help build stronger organizations, stronger communities, and a stronger nation. I. Mission and public benefit the baldrige foundation's mission is to support the malcolm baldrige national quality award program and to advance organizational performance excellence in the united states and around the world. In fy2024, the foundation, through its institute for performance excellence, fulfilled this mission by expanding national access to baldrige-based tools, research, education, collaboration, and leadership development opportunities that benefit the public through: -improved organizational performance and accountability -healthier communities and cross-sector collaboration -better outcomes in education, healthcare, business, nonprofit, and government sectors -a more resilient and competitive workforce and economy the public benefits when organizations are well-led, well-managed, and committed to continuous improvement. By promoting excellence through the baldrige framework, the foundation helps strengthen the systems that support american competitiveness, citizen well-being, and long-term economic strength. The baldrige framework remains the nation's most recognized and proven model for leadership, strategy, innovation, operations, and results. Ii. National alignment and the baldrige transition throughout fy2024, the foundation continued working in close collaboration with the u.s. Department of commerce and the national institute of standards and technology (nist) following their multi-year "reimagination" initiative. While the operational transition of certain baldrige program functions is anticipated in fy2025, the foundation did not assume those responsibilities in fy2024. Instead, its role focused on: -supporting communication, continuity, and outreach -participating in planning and coordination conversations with stakeholders -engaging leaders throughout the baldrige community -preparing the ecosystem for a smooth fy2025 transition the foundation's fy2024 emphasis was preparatory, collaborative, and strategic - helping lay essential groundwork for the baldrige enterprise to grow its reach, modernize its delivery systems, and scale national engagement in fy2025 and beyond. Iii. Fy2024 program accomplishments and mission advancement 1. Institute for performance excellence the baldrige foundation institute for performance excellence expanded its role as a national resource hub for leadership development, executive education, organizational training, benchmarking, and research. In fy2024, the institute: -delivered online courses, certification programs, best-practice tools, webinars, and professional development -expanded access to self-paced learning and baldrige-aligned leadership content -built momentum toward membership-based learning communities -continued work toward future benchmarking, assessment, and organizational learning supports these activities strengthened the foundation's public benefit by helping leaders and organizations apply proven systems to improve strategy execution, workforce engagement, customer value, operational performance, and results. 2. National leadership and advisory councils (nlac) in fy2024, the foundation advanced planning for national leadership and advisory councils, a nationwide system of sector-based leadership networks designed to

Financial Efficiency

• Mission deployment rate: 25.8%; rating input score 26
• Program expense ratio: 52.5%; rating input score 52
• Fundraising efficiency: $0.78 raised per $1 spent on fundraising; rating input score 3; 3rd percentile among comparable filings

Transparency & Controls

• Consistency checks: 100%; rating input score 100; 63rd percentile among comparable filings
• Pay-setting controls: Limited
• Foreign activity oversight: Limited
• Grant itemization coverage: Limited
• Major donor itemization: Limited
• Related-party transparency: Limited

Accountability

• Independent voting board: 81.8%; rating input score 82; 22nd percentile among comparable filings
• Governance controls: 6 of 8 controls in place; rating input score 75
  • Conflict-of-interest policy: Pass
  • Whistleblower policy: Pass
  • Document-retention policy: Pass
  • CEO compensation review process: Pass
  • Other executive compensation review process: NotApplicable
  • Form 990 shared with the board: Pass
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Missing
  • Independent financial-statement audit: Fail

Sustainability

• Operating margin: 51%; rating input score 91; 91st percentile among comparable filings
• Total-asset coverage ratio: 1; rating input score 43; 43rd percentile among comparable filings
• Liabilities to assets ratio: 0; rating input score 67; 67th percentile among comparable filings
• Officer compensation ratio: 27.7%; rating input score 9; 9th percentile among comparable filings

Growth

• Program expense growth: -27.7% per year; rating input score 0; 2nd percentile among comparable filings
• Revenue growth: -3.9% per year; rating input score 0; 5th percentile among comparable filings
• Asset growth: -29.8% per year; rating input score 0; 1st percentile among comparable filings