Writing and Using the Accountability Report in an Academic Setting

1. Baldrige Criteria in Higher Education Writing and Using the Accountability Reportin an Academic Setting Frank Fusco and David McClaskey March 30, 2006

2. Agenda

3. Why has the Legislature chosen the Baldrige system as our guideline for Accountability? "The Malcolm Baldrige Criteria for Performance Excellence are modeled and updated nationally by the private sector by evaluating the best practices of top performing business. The criteria do not tell you one way to manage your organization but assist you in developing a systematic approach that is tailored to the needs of your agency, mission and culture. We can't expect less of government than to use the best practices known to be used by the private sector...like the private sector, we have to be accountable for every dollar we have." The Honorable Robert W. Harrell, Jr. Speaker of SC House of Representatives

4. How do you see the Accountability report process relating to the Agency Head Evaluation Process? “The agency head evaluation process looks for very similar information…the focus is on how well the agency head is leading the agency, getting results and improving results.” The Honorable Hugh K. Leatherman, Sr. Chairman, Senate Finance Committee Chairman, Agency Head Salary Commission

5. Why is the accountability report important to the Ways and Means Committee? "Good question...it's not about creating just another report. It is about a reporting process that serves several key purposes. First, for the taxpayers, to whom we in elected office are directly accountable, it gives a publicly documented track record of performance for all of the funds entrusted to each agency and institution of higher education. Importantly, it uses the criteria established by the private sector for maximum efficiency and performance improvement, the Baldrige Criteria. Continued on next page

6. Why is the accountability report important to the Ways and Means Committee? Second, it provides the Ways and Means Committee a basis to review how well the agency is lead and continuously evaluates and improves its‘ results. Further, it gives the executive in charge of each organization a clear path to self evaluation and continuous improvement for the clients, customers, students, parents and taxpayers they serve.” The Honorable Daniel T. Cooper Chairman, Ways & Means Committee

7. Objectives • Understand the purpose of the Accountability Report • How to write the Accountability Report • Understand what the BaldrigeCriteria is and how it relates to excellence • Proven Method to use the Accountability Report to Focus and Improve

8. Most Important Uses • Focus • Improve • Maintain

9. David McClaskey

10. Baldrige Basics

11. Organizational Profile 2 Strategic Planning 5 Faculty and Staff Focus 7 Organizational Performance Results 1 Leadership 3 Student, Stakeholder, and Market Focus 6 Process Management 4 Measurement, Analysis, and Review of Org. Performance

12. Organizational Profile 2 Strategic Planning 5 Faculty and Staff Focus 7 Organizational Performance Results 1 Leadership 3 Student, Stakeholder, and Market Focus 6 Process Management 4 Measurement, Analysis, and Review of Org. Performance

13. Baldrige Criteria Goals • Deliver Ever-Improving Value to Customers, contributing to marketplace success • Improvement of overall Organizational Effectiveness and Capabilities • Organizational and Personal Learning

14. Baldrige Criteria is based on: Critical Characteristics of companies that are world-class competitors

15. Care about RESULTS AND The Processes (Approaches) by Which the Results are Achieved Processes Results

16. Two Types of Items Comparisons

17. Baldrige Approach/ Deployment Results Total Number of Items = 19 De Items A Balance Between Results and Approach/Deployment 6 Items 13 Items (450 Points) (550 Points) All Items in Category 7 Categories 1 - 6

18. Baldrige Assessment is Contextual based on what is Most Important or Key to the Agency Being Assessed.

19. Determining what is Important to the Budget and Control Board

20. Key Performance Requirements • Main Educational Programs and Services • Mission • Customers and their KEY Requirements • Key Competitors • Key Factors for Competitive Success • Key Strategic Challenges • Other Factors (Key Suppliers, etc.)

21. Assessing Results Items

22. Result Items Comparisons

23. Benchmark Evaluating Results Items • Importance - Covers most Key Requirements • Trends • Comparisons/Levels • Sustained

24. Evaluating Results Items

25. Comparison Comparisons • Best Regardless of Industry • Best Single Competitor • Avg. of Group of Competitors • Industry Avg.

30. Assessing Approach/Deployment Items

31. Approach/Deployment Items APPROACH --- METHODS DEPLOYMENT -- EXTENT

33. The plural or Anecdotal IS NOT Systematic

34. Evaluating Approach/Deployment Items

35. A Method to Use Accountability Reports (Baldrige Criteria) to Improve

36. Baldrige vs SACS I've used Baldrige in both SACS and AACSB self-evaluations and they have been very useful.  Among other things, they demonstrate that the college/university is not limiting its planning and review processes to compliance-based periodic reviews (ie, spooling up a self-study just before SACS arrives back on campus). 

37.   I'd emphasize that all accrediting reviews, both university, professional school, even NCAA, will want to know how the unit defines quality, how it knows it is doing well, how it defines its metrics and comparative data, etc, and that Baldrige bring a very credible "system"--a "National Quality Award," endorsed by the President--that adds to the school's argument that it is addressing quality. Dr.Robert Bell. President, Tennessee Technological University

38. “To my knowledge, NO company has obtained world-class quality without top managers taking charge.” J. M. Juran

39. Top Management-Led means: • UNDERSTAND: Top Management needs to understand Baldrige and personally use Baldrige to change their behaviors. • FOCUS: Top Management needs to use Baldrige assessments to identify and agree on the key improvement opportunities and to initiate and resource the vital few improvement projects to pursue the selected opportunities. • IMPROVE: Top Management needs to personally champion, lead, resource, manage, and reward the vital few improvement projects.

40. Method to Use Accountability Report to Drive Improvement • Write Accountability Report • Assess the Accountability Report (Strengths and Areas for Improvement) • Identify 1-3 Key Improvement Opportunities • Initiative Improvement Projects and Get Results

41. Improvement Process PDCA Cycle (Plan-Do-Check-Act Cycle) • Write • Assess • Id. Major Improvement Opportunities • Initiate Improvement Projects • Analyze reason for not making desired results • Make changes to better achieve desired results • Standardize if desired results achieved Act Plan Check Do • Carry out the Improvement Projects • See if the desired results were obtained

42. Example: Project Plan to Use Baldrige to Improve Results and Processes

44. Questions/Discussion