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2011Baldrige Performance Excellence Program
American Association of School Administrators
Denver, CO February 19, 2011
Measuring What Matters Most
The Baldrige Approach to Performance Management
2011Baldrige Performance Excellence Program
Workshop Objectives
At the end of this session, you will: Understand the basics of the Baldrige
approach to performance excellence Be able to use the Baldrige approach to
inform the development of performance measures
Know what to do next to start your school system on the path to performance excellence
2011Baldrige Performance Excellence Program
What Is the Baldrige Program? Operates as a unique public-private
partnership Educates organizations on
performance excellence management Manages the Baldrige Award
Baldrige is Performance Excellence:
Organizations Achieve and the U.S. Succeeds
2011Baldrige Performance Excellence Program
Program History
Malcolm Baldrige National Quality Improvement Act of 1987, Public Law 100-107Created award program toidentify/recognize role-model businessesestablish criteria for evaluating improvement effortsdisseminate/share best practices Expanded to health care and education (1998)Expanded to nonprofit sector (2005)
2011Baldrige Performance Excellence Program
What Is the Baldrige Approach to Performance Excellence?
A basis for conducting self-assessment and performance improvement activities that focus on
Delivery of ever-increasing value Through achieving key organizational results While viewing the organization as a complex
system
2011Baldrige Performance Excellence Program
Education Criteria Framework:A “Systems” Perspective
2011Baldrige Performance Excellence Program
Steps toward Mature Processes
2011Baldrige Performance Excellence Program
Purpose of Performance Measures
Communicate consistent performance expectations
Serve as a key alignment tool Support agility, innovation, and decentralized
decision making
2011Baldrige Performance Excellence Program
Student Achievement: Necessary, but Not Sufficient
Improved student learning must remain at the core, but
Schools and districts are complex human systems, and
Need a balanced set of performance measures to focus all processes and systems on improving student learning
2011Baldrige Performance Excellence Program
Student Achievement:Necessary, but Not Sufficient
Improved student learning must remain at the core, but
Schools and districts are complex human systems, and
Need a balanced set of performance measures in order to focus all processes and systems on improving student learning
2011Baldrige Performance Excellence Program
Why Measure?
We all want to achieve the “arrows pointing in the same direction,” but this is easier drawn than done.
Measures communicate important goals and drive performance in that direction.
Well-chosen measures can function as a compass that consistently brings the organization back to “true north.”
2011Baldrige Performance Excellence Program
Why Measure?
Poorly selected measures can have the opposite effect.
They can pull resources away from what is important to your organization.
Take great care in using measures because the data are easy to collect, rather than because you know they are important.
2011Baldrige Performance Excellence Program
The Baldrige Framework’s Measures
The results items of the Criteria represent an organization’s performance and improvement in all key areas:Student Learning and Process OutcomesCustomer-Focused OutcomesWorkforce-Focused OutcomesLeadership OutcomesBudgetary and Financial Outcomes
2011Baldrige Performance Excellence Program
Student Learning Outcomes
Emphasis on “student learning” rather than “student achievement”
In line with today’s focus on “growth models” Intent is to demonstrate how well your
processes focused on student learning are performing, not just the current level of student achievement
2011Baldrige Performance Excellence Program
Student Learning Outcomes
2011Baldrige Performance Excellence Program
Process Effectiveness Outcomes
“If you can’t describe what you are doing as a process, you don’t know what you are doing.”
—Dr. Edward Deming
2011Baldrige Performance Excellence Program
Process Effectiveness Outcomes
“If you can’t describe what you are doing as a process, you don’t know what you are doing.”
—Dr. Edward Deming
2011Baldrige Performance Excellence Program
Customer-Focused Outcomes
Should include measures of both students and stakeholders across a number of dimensions: Satisfaction Dissatisfaction Engagement
2011Baldrige Performance Excellence Program
Customer-Focused Outcomes
Important differences between Satisfaction and dissatisfaction Satisfaction and engagement
2011Baldrige Performance Excellence Program
Workforce-Focused Outcomes
Workforce engagement and satisfaction Workforce and leadership development Workforce capability and capacity Workforce climate, including health,
safety, security, services, and benefits
2011Baldrige Performance Excellence Program
Budgetary, Financial, and Market Outcomes
Budgetary and financial performance, including measures of cost containment or financial viability
Market performance, including market share or position, market share growth, or new markets entered
2011Baldrige Performance Excellence Program
Leadership Outcomes
Governance and fiscal accountability Regulatory, safety, accreditation, and legal
compliance Ethical behavior and stakeholder trust Fulfillment of societal responsibilities
2011Baldrige Performance Excellence Program
Principles of Performance Measurement
Performance levels and trends Use of comparative data Appropriate segmentation Use of performance projections
2011Baldrige Performance Excellence Program
Principles of Performance Measurement
2011Baldrige Performance Excellence Program
Baldrige Resources
Criteria for Performance Excellence booklets
Your Guide to Performance Excellence
Are We Making Progress? (2 versions)
2009 Nightingale College of Nursing Case Study Packet
State and local Baldrige-based award programs www.networkforexcellence.org
Baldrige examiners and Baldrige Award recipients
Quest for Excellence® and Regional Conferences
Baldrige e-mail alerts, blog, Insights leadership column
2011Baldrige Performance Excellence Program
For more information
Baldrige Performance Excellence ProgramNational Institute of Standards and Technology100 Bureau Drive, Stop 1020Gaithersburg, MD 20899-1020
301-975-2036 [email protected]/baldrige
2011Baldrige Performance Excellence Program
Measuring What Matters Most
“It’s not enough to do your best. First you have to know what to do. Then you can do your best.”
—Dr. Edward Deming