education express survey process
TRANSCRIPT
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National Council for Performance Excellence
In partnership with the Michigan Quality Council
248-370-4552 phone
425 B Pawley HallRochester, MI 48309-4401
2004Education
Baldr ige ExpressSurvey Process
mailto:[email protected]:[email protected] -
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Introduction
National Council for Performance Excellence
The Baldrige Criteria help organizations
identify strengths and key areas for
improvement.
The Baldrige approach has been used forapproximately 16 years by tens of thousands
of organizations to stay abreast of competition
and to increase effectiveness.
55 countries throughoutthe world have adopted
the Baldrige framework to
enhance competitiveness.
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National Council for Performance Excellence
5 Reasons to Choose Baldrige
The Baldrige Criteria:
Provide a framework for improvement without being
prescriptive.
Are inclusive. The Criteria describe an integratedmanagement framework that addresses all the factors that
define the organization, its operations, and its results.
Focus on common requirements, rather than procedures,
tools, or techniques.
Are adaptable. They can be used by large and smallbusinesses, and organizations with one site or worldwide
locations.
Are at the leading edge of validated management
practices.
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National Council for Performance Excellence
Baldrige Award Winners
Outperformed the S&P 500
The U.S. Department of Commerce studies the performance
of publicly held Baldrige Award winning companies.
Every year since 1991 they outperformed the Standard andPoors index (S&P).
Baldrige winners outperformed the S&P 500 by 4.8 to 1.
1,101% increase in stock
performance was demonstrated,
compared to 228% from the S&Pindex companies for the
same period.
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National Council for Performance Excellence
It Makes Good Sense
Organizations that use a Performance Excellence process
achieve results*:
59% Higher Stock Price
111% Higher Operating Income
116% Higher Sales
114% Higher Total Asset
*Data from Singhal and Hendricks Study
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National Council for Performance Excellence
Baldrige Express eSurvey
The National Council for Performance Excellenceadministers an organizational assessment survey
utilizing the Malcolm Baldrige Criteria for Performance
Excellence
The organizational assessment survey guides you
through the 7 categories, addressing each item of the
Criteria
The survey consists of 57 questions and takes
approximately 2 hours to complete online
The assessment tool uses a maturity scale to
determine the performance level
The Survey tool and Performance Indicator Feedback
Report are effective and efficient aides to
organizational assessment
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National Council for Performance Excellence
Baldrige Criteria for
Performance Excellence
Leadership
Strategic Planning
Student, Stakeholder, and Market Focus
Measurement, Analysis, and Knowledge
Management
Faculty and Staff Focus
Process Management
Organizational Performance Results
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National Council for Performance Excellence
Education Criteria for Performance Excellence
Systems Framework
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National Council for Performance Excellence
Eleven Core Values
Visionary Leadership
Learning-Centered Education
Organizational and Personal Learning
Valuing Faculty, Staff, and Partners
Agility
Focus on the Future
Managing for Innovation
Management by Fact
Social Responsibility
Focus on Results and Creating Value
Systems Perspective
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National Council for Performance Excellence
Choosing Baldrige
Your organization is facing increasing challenges
everyday.
Assess your readiness to respond to those challenges
by using the Baldrige Education Criteria
In the Education sector, organizations with world-classresults are able to achieve a score about 700 (70%) on
the Baldrige scale.
Organizations early in their performance improvement
journey frequently score around 200 points.
Where would your organization score?
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National Council for Performance Excellence
Benefits of the eSurvey Approach
Online, web-based, easily accessed from any PC
Accessible 24/7
Cost effective compared to alternative approaches
Technical support provided
Engage staff at all levels
Easy to use maturity scale to determine performance level
Receive internal and external feedback
Obtain high performance diagnostics from the feedback
3-day turnaround of Performance Indicator Feedback Report
upon completion of survey
Measure performance on a wide range of key organization
performance indicators
Evaluate key processes, systems and results
Identify organizational strengths, deployment gaps, and
pinpoint vital opportunities for improvement
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National Council for Performance Excellence
The Performance Indicator
Feedback Report
When all survey data has been collected, an automated
Performance Indicator Feedback Report will be
generated and sent to you in three business days.
The Performance Indicator Feedback Report consists of:
Demographic Charts Overall Scores
Category-Level Scores
Item-Level Scores
Gap Analysis Charts
Individual Question Scores
Pareto Charts for each Category
Priority Improvement Data Charts
Approach and Deployment Comments
Priority Improvement Comments
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National Council for Performance Excellence
The Presentation The following slides guide you through the
eSurvey process
Included with the following eSurvey snapshotsare sample reports to show how the data
collected is later represented in the Performance
Indicator Feedback Report.
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National Council for Performance Excellence
Type in your User
ID which you
received throughemail (usually your
email address)
and unique
password. Click
Login to the
Survey.
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National Council for Performance Excellence
Position Location Function Years of Service
Administrator
Support Staff
Teacher/Instructor
Elementary
Secondary
Central Office
Finance
Info Technology
Math
Science
Language Arts
Other
0 yrs. < 1 yr.
1 yrs. < 3 yrs.
3 yrs. < 5 yrs.
5 yrs. < 10 yrs.
10+ yrs.
The Demographic Profile provides valuable comparative attributes within the organization.
Survey participants choose appropriate selections from the Demographic Profile to
indicate their position within the organization.
Comparative charts and data are presented in the Performance Indicator Feedback
Report according to the selections of the participants.
Customized Demographic ProfileThis is a sample of the table used to customize the Demographic Profile for your organization.
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National Council for Performance ExcellenceBaldrige Express eSurvey
Demographic Selection (Sample Participants View)
Each differentdemographic attribute
will appear on separate
pages. Participants
select the demographic
value that describes
their position within theorganization.
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Organization Demographics
Vermont Council for Quality
The Demographic
Section is
designed to
provide the
organization with
an overallresponse rate
relative to the
total number of
respondents and
their percentage
weight for eachdemographic
attribute they
have chosen.
This chart reflects sample demographic data collected
from the eSurvey and reported in the Performance
Indicator Feedback Report.
Attribute/Value Number Responded
Response as% of Total
Position
Administrator 7 28.0
Support Staff 10 40.0
Teacher/Instructor 8 32.0
Total 25 100%
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National Council for Performance ExcellenceeSurvey Status Page (Sample Participants View)
Once you have
completed the
Demographic
Profile, click on the
Leadership
Category to begin
the survey.
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National Council for Performance ExcellenceCategory 1, Question 1A of the Survey
Click the radio
button that best
describes the level
of development in
your organization.
Mouse over the
levels to view the
descriptors of each
level.
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National Council for Performance ExcellenceOverall Score by Question and Current-State Descriptors
The Overall Score by Question and Current-State Descriptors show the overall percentage of points for
a theme within each category. Refer to the Scoring Guidelines in Appendix B to see the percentage
scoring. The Current text describes the maturity level of where the organization is now. The Role Modeltext describes where the organization could strive to be.
% Row Description
% 1A Communicating Values and Performance Expectations [Baldrige ref: 1.1a(1)]
56 Current Mature - Often done well by many.Effectiveness is sometimes checked.
Role Model Nearly always done well. Effectiveness is regularly checked and improvements are constant.
% 1B Leadership Commitment to Providing Maximum Value for Students and Other Stakeholders [Baldrige ref: 1.1a(1)]
56 Current Mature - Often done well by many.Effectiveness is sometimes checked.
Role Model Nearly always done well. Effectiveness is regularly checked and improvements are constant.g improvements.
% 1C Empowering Faculty and Staff and Establishing a Climate for Empowerment, Innovation, Learning, Equity for All
Students, Organizational Agility, and Ethical Behavior [Baldrige ref: 1.1a(2)]
38 Current Basically Effective - Occasionally done well by some.
Role Model Nearly always done well. Effectiveness is regularly checked and improvements are constant.
View
Appendix B
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National Council for Performance ExcellencePriority Improvement Selections
(Sample Participants View)
After each category,
the eSurvey asks
participants to identify
two areas they believeneeds the most
improvement. This
data is reported as a
Pareto chart and
Priority Improvement
Data Chart in the
Feedback Report.
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National Council for Performance Excellence
Pareto Charts
Staff members in your organization will be asked to select two areas in
each of the seven categories, which they feel, is in most need of
improvement. The concept of a Pareto chart is to show that the areas
in need of improvement are usually a vital few, allowing leaders to
concentrate their focus on specific improvement efforts.
We will supply you with a Pareto chart for each of the seven
categories, which reference each of the seven sections of theOrganization Assessment Survey.
Each chart will display the letters that correspond to the themes for
each of the seven categories along the x-axis. Along the y-axis both
Count and Percentages are charted. The count of staff votes (Hits) for
each area they believe is most in need of improvement is represented
as bars on the graph. The chart is arranged with the largest hit count
on the left of the graph, indicating the area selected by staff which theyfeel is most in need of improvement. The line charted above the bars
represents the cumulative percentages of each bar, from left to right.
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National Council for Performance Excellence
Category 1 - Leadership
Areas Most Needing Improvement - Pareto Chart
The letters F, C,and G represent
an opportunity to
solve 80% of
key issues in
30% of the areas
(3 of 10) for the
category
(Leadership). Inthis example, the
letters H, I, and
J, did not receive
any votes since
these areas
were not
selected by staffas areas most in
need of
improvement.
36
58
80
88
9698
100 100 100 100
0
5
10
15
20
25
30
35
40
45
50
F C G B E A D H I J
HitC
ount
0
10
20
30
40
50
60
70
80
90
100
HitPer
centage
Count
Cumulative
Letter Key for Category 1 - Leadership - Areas Most Needing Improvement
A Communicating Values and Performance Expectations [Baldrige
ref: 1.1a(1)]F Setting Priorities and Making Improvements Based on
Progress Reviews [Baldrige ref: 1.1c(3)]
B Leadership Commitment to Providing Maximum Value for
Students and Other Stakeholders [Baldrige ref: 1.1a(1)]
G Improving Leadership Effectiveness Throughout the
Organization [Baldrige ref: 1.1c(4)]
C Empowering Faculty and Staff and Establishing a Climate for
Empowerment, Innovation, Learning, Equity for All Students,
Organizational Agility, and Ethical Behavior [Baldrige ref: 1.1a(2)]
H Following Laws and Regulations and Reducing Public
Risks and Concerns [Baldrige ref: 1.2a(1&2)]
D Ensuring Management Accountability To Protect Stakeholder
Interests through Effective Governance [Baldrige ref: 1.1b]
I Ensuring Ethical Behavior [Baldrige ref: 1.2b]
EAssessing Organizational Performance and Progress Relative toGoals [Baldrige ref: 1.1c(1)]
JProviding Community Support [Baldrige ref: 1.2c]
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National Council for Performance Excellence
Priority Improvement Counts and Percentages
This chart shows priority improvement selections according to the various
Demographic attributes and values. Look at C and G and you will see thatSupport Staff identified the need to improve these areas by a greater margin than
did Administrators and Teachers/Instructors. This tends to indicate a deployment
gap and suggests that Administrators and Teachers/Instructors are not perceived as
effective as they believe themselves to be.
Category 1 - Leadership - Priority Improvement Counts and Percentages - Position
Count Percentage
F C G B E A D H I J Total F C G B E A D H I J
Administrator 6 1 2 1 2 1 1 0 0 0 14 43 7 14 7 14 7 7 0 0 0
Support Staff 4 9 7 0 0 0 0 0 0 0 20 20 45 35 0 0 0 0 0 0 0
Teacher/Instructor 8 1 2 3 2 0 0 0 0 0 16 50 6 13 19 13 0 0 0 0 0
Total 18 11 11 4 4 1 1 0 0 0 50 36 22 22 8 8 2 2 0 0 0
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National Council for Performance ExcellencePriority Improvement Comments
(Sample Participants View)
Approach andDeployment
comments are
requested for
each Category
priority
improvement
selection.
Participants offer suggestions for
improvement on the process.
Participants offer
approach/deployment
comments and
suggestions for
improvement on their
first selection.
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National Council for Performance ExcellencePriority Improvement Comments
(Sample Participants View)
Participants offer
approach/deploymentcomments and
suggestions for
improvement on their
second selection.
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National Council for Performance ExcellenceLeadership Row-Level Comments by Position
Comments are provided by the respondents and can be prepared and used by examiners and
organization leaders for improvement planning. The comments are sorted by each category and
theme statement. Comments are reported out by one attribute, in this case, Position. They are
then sorted by each value such as Administrator, Support Staff, and Teacher/Instructor.
1A Communicating Values and Performance Expectations [Baldrige ref: 1.1a(1)]
Posi t ion/Administ rator
Approach & Deployment: We do a great job communicating to all. Through e-mails, town hall meetings, Intranet. Scorecards for
the whole organization are in place. Rules of Operation being implemented and communicated very efficiently.
Approach & Deployment: We use many techniques to communicate including all hands meetings each quarter, weekly notes from
the email, voice mail.
Posit ion /Support Staff
Approach & Deployment: The scorecard is resented and the financial result and forecast are sometimes known.Action Steps to Improve: Get more input from staff for the scorecard. Make the results known.
Approach & Deployment: Some goals are linked to the balanced scorecard but many have not been seen as major objectives.
Many goals are very ad hoc and changeable, leaving staff unsure on direction. Many times effort is expended only to see that it has
been wasted because of a change in direction or emphasis.
Posit ion/Teacher/Instructor
Approach & Deployment: The issue is that most of the top administration has left the organization and is now not fully replaced.
There are still some gaps in the organization, which create some lack of communication. The checking of the effectiveness to focus
on students does not seem to be done often.
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National Council for Performance ExcellenceCompleted Survey Status Page
When you have entered
answers to every
question for each
category, you can
submit your survey.
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National Council for Performance Excellence
Summary Results
Overall Category-Level Totals
The Overall Category-Level Totals table explains the amount of points scored for
each category, the total possible points to score in a category and the percentage of
total points for each category.
Baldrige Criteria TotalPoints
PointsScored
% ofTotalPts.
1. Leadership 120 65 54
2. Strategic Planning 85 34 40
3. Student, Stakeholder, and Market Focus 85 34 40
4. Measurement, Analysis, & Knowledge Mgmt 90 25 28
5. Faculty and Staff Focus 85 34 39
6. Process Management 85 30 35
7. Organizational Performance Results 450 205 45
Totals 1000 427 43%
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National Council for Performance Excellence
Overall Category-Level Percent Scores
54
40 40
28
39
35
45
0
10
20
30
40
50
60
70
80
90
100
Leadership Strategic Planning Student,
Stakeholder, and
Market Focus
Measurement,
Analysis, &
Knowledge Mgmt
Faculty and Staff
Focus
Process
Management
Organizational
Performance
Results
PercentofPossibleP
oints
The Overall Category-Level Percent Scores show the
aggregate percent score of each Category according
to the Baldrige Scoring Guidelines. This helps
determine the overall strengths and weaknesses of
the organization.
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National Council for Performance Excellence
Overall Item-Level Percent Scores
View
Appendix A
50
60
45
36
44
36
2927 27
62
35 36
33
5351
53
26
45 45
0
10
20
30
40
50
60
70
80
90
100
Item
1.1
Item
1.2
Item
2.1
Item
2.2
Item
3.1
Item
3.2
Item
4.1
Item
4.2
Item
5.1
Item
5.2
Item
5.3
Item
6.1
Item
6.2
Item
7.1
Item
7.2
Item
7.3
Item
7.4
Item
7.5
Item
7.6
PercentofPossible
Poin
ts
The Overall Item-Level Percent Scores show the
percent of points on a 0 to 100 scale, for each Item.
This helps users determine, at a glance, the strengths
and weaknesses by item for each category. The Items
and Point Values are explained in Appendix A.
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National Council for Performance ExcellenceOverall Category-Level Point Scores
Position Point Scores by Category
0
100
200
300
400
500
600
700
800
900
1000
TotalP
ossible
Points
Leadership 84 53 61
Strategic Planning 55 19 31
Student, Stakeholder, and Market Focus 41 30 32
Measurement, Analysis, and Knowledge Mgmt 37 17 28
Faculty and Staff Focus 43 29 34
Process Management 37 26 28
Organizational Performance Results 237 190 181
Administrator Support Staff Teacher/Instructor
The Category-Level Point Scores show the cumulationof total points for each demographic view within each
category. This is a sample of one demographic view.
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National Council for Performance Excellence
This chart shows the ratings by demographic attribute, in this case, Position. On the previous graph, Item 1.1,
Leadership System, reflected a rating of 50%. However, according to the breakout above, Administrators. believe the
processes are much stronger (69 percent) than Support Staff (less than 38 percent) and Teachers/Instructors (45
percent). This typically indicates incomplete systems development or poor deployment of existing systems and
processes required by the Item.
View
Appendix A
Item-Level Percent Scores by PositionPosition Percent Scores by Item
0
10
20
30
40
50
60
70
80
90
100
Item 1.1 Item 1.2 Item 2.1 Item 2.2 Item 3.1 Item 3.2 Item 4.1 Item 4.2 Item 5.1 Item 5.2 Item 5.3 Item 6.1 Item 6.2 Item 7.1 Item 7.2 Item 7.3 Item 7.4 Item 7.5 Item 7.6
PercentofPo
ssible
Points
AdministratorsSupport Staff
Teachers/Instructors
Notice the gap between Administrators and Support Staff
and Teachers/Instructors in Item 1.1. This suggests an
area to examine further.
However, Item 7.4 shows a high degree of agreement
indicating a consistent deployment of results information.
National Council for Performance Excellence
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Other Services
Additional Performance Indicator Feedback Reports can be
extracted from the demographic profile. For example:
Sub-Reports can be generated for each organizational site
or department identified in the demographic profile.
The data that is entered into the survey is available in anASCII Text File to create additional charts.
Comparative data at the Category-level is available from
previous assessments from the same organization.
Additional copies of the Performance Indicator Feedback
Report are available.
National Council for Performance Excellence
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Thank you!
Michigan Quality [email protected]
248-370-4552In cooperation with
National Council for Performance Excellence
National Council for Performance Excellence
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Appendix A: Assessment Themes and Values
The point values of the scoring system are linked directly to the points and scoring system of the
Malcolm Baldrige Criteria for Performance Excellence. Each item and the questions included in the
items are also derived from the Baldrige Criteria.
2004 Categories, Items, and Point Values1.0 Leadership 120 points
1.1 Organizational Leadership 80 points
1A Communicating Values and Performance Expectations [Baldrige ref: 1.1a(1)]
1B Leadership Commitment to Providing Maximum Value for Students and Other Stakeholders [Baldrige ref: 1.1a(1)]
1C Empowering Faculty and Staff and Establishing a Climate for Empowerment, Innovation, Learning, Equity for All Students,
Organizational Agility, and Ethical Behavior [Baldrige ref: 1.1a(2)]1D Ensuring Mgmt Accountability To Protect Stakeholder Interests through Effective Governance [Baldrige ref: 1.1b]
1E Assessing Organizational Performance and Progress Relative to Goals [Baldrige ref: 1.1c(1)]
1F Setting Priorities and Making Improvements Based on Progress Reviews [Baldrige ref: 1.1c(3)]
1G Improving Leadership Effectiveness Throughout the Organization [Baldrige ref: 1.1c(4)]
1.2 Social Responsibility 40 points
1H Following Laws and Regulations and Reducing Public Risks and Concerns [Baldrige ref: 1.2a(1&2)]
1I Ensuring Ethical Behavior [Baldrige ref: 1.2b]
1J Providing Community Support [Baldrige ref: 1.2c]
2.0 Strategic Planning 85 points2.1 Strategy Development 40 points
2A Developing Strategic Plans [Baldrige ref: 2.1a(1&2)]
2B Developing Clear Strategic Objectives and Timetables for Meeting the Objectives [Baldrige ref: 2.1b(1)]
2C Ensuring that Strategic Objectives Address Key Educational Services Challenges and Balance the Needs of Key Students
and Stakeholders [Baldrige ref: 2.1b(2)]
2.2 Strategy Deployment 45 points
2D Developing and Deploying Action Plans Based on Strategic Objectives [Baldrige ref: 2.2a(1)]
2E Developing Human Resource Plans Based on Strategic Objectives and Action Plans [Baldrige ref: 2.2a(3)]
2F Developing Appropriate Goals and Allocating Resources to Achieve Them [Baldrige ref: 2.2a(4) and 2.2b]
2G Aligning Work to Achieve Strategic Goals, Objectives, and Action Plans [Baldrige ref: 2.2a]
Back to
Overall Item
Scores
Back to Gap
Analysis
National Council for Performance Excellence
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Appendix B: Scoring Guidelines for Categories 1-6:
The overall percentage of points for 1A on the previous slide is 56%, indicating
the above Process guideline.Back to
Survey -
Priority Imp
SCORE PROCESS
0% or 5%
No systematic approach is evident; information is anecdotal. (A)
Little or no deployment of an approach is evident. (D) No evidence of an improvement orientation; improvement is achieved through reacting to
problems. (L)
No organizational alignment is evident; individual areas or work units operate independently. (I)
10%, 15%,
20%, or 25%
The beginning of a systematic approach to the basic requirements of the Item is evident. (A) The approach is in the early stages of deployment in most areas or work units, inhibiting progress in
achieving the basic requirements of the Item. (D)
Early stages of a transition from reacting to problems to a general improvement orientation areevident. (L)
The approach is aligned with other areas or work units largely through joint problem solving. (I)
30%, 35%,
40%, or 45%
An effective, systematic approach, responsive to the basic requirements of the Item, is evident. (A)
The approach is deployed, although some areas or work units are in early stages of deployment. (D)
The beginning of a systematic approach to evaluation and improvement of key processes is evident.
(L)
The approach is in early stages of alignment with your basic organizational needs identified inresponse to the other Criteria Categories. (I)
50%, 55%,
60%, or 65%
An effective, systematic approach, responsive to the overall requirements of the Item, is evident.(A)
The approach is well deployed, although deployment may vary in some areas or work units. (D) A fact-based, systematic evaluation and improvement process and some organizational learning are
in place for improving the efficiency and effectiveness of key processes. (L)
The approach is aligned with your organizational needs identified in response to the other Criteria
Categories. (I)