THE BALDRIGE FRAMEWORK AS A STRATEGY FOR PERFORMANCE EXCELLENCE

1. THE BALDRIGE FRAMEWORK AS A STRATEGY FOR PERFORMANCE EXCELLENCE Texas Higher Education Coordinating Board Achieving Excellence: The Richland College Experience Bryan R. Cole, Professor Dept. of Educational Administration and Human Resource Development Texas A&M University b-cole@tamu.edu June 6, 2007

2. Baldrige Criteria for Performance Excellence Purpose • The Criteria have three important roles: • to help improve organizational performance practices, capabilities and results • to facilitate communication and sharing of best practices information among U. S. organizations • to serve as a diagnostic tool for understanding and managing performance and for guiding organizational planning and opportunities for learning

3. Baldrige Criteria for Performance Excellence Purpose • The Education Criteria are designed to help organizations use a systems integrated approach to organizational performance management that results in • delivery of ever-improving value to students and stakeholders, contributing to education quality and organizational stability • improvement of overall organizational effectiveness and capabilities • organizational and personal learning

4. The Baldrige Model Can Provide: • A way to start building a systems approach • A guide to strategic planning • A framework for continuous improvement • A method for sustained competitiveness • A common language to improve internal communication and external benchmarking

5. Baldrige and Accreditation The Baldrige and accrediting models are very similar - self-study/self-assessment, peer review, site visit, identification of strengths and opportunities for improvement

6. Baldrige and Accreditation • The institution has developed an acceptable Quality Enhancement Plan (QEP) that (1) includes a broad-based institutional process identifying key issues emerging from institutional assessment, (2) focuses on learning outcomes and/or the environment supporting student learning and accomplishing the mission of the institution, (3) demonstrates institutional capability for the initiation, implementation, and completion of the QEP, (4) includes broad-based involvement of institutional constituencies in the development and proposed implementation of the QE identifies goals and a plan to assess their achievement. (Quality Enhancement Plan) • Southern Association Revised Standards, Jan, 2007

7. Performance Excellence Criteria Characteristics • Directed towards results • Non-prescriptive and adaptable • Support a Systems perspective to maintaining goal organizational alignment • Support goal-based diagnosis The “Mayo Clinic” of Organizational Examinations

8. The Performance Excellence Model Three Components: Core Values Criteria (Organizational Profile, Criteria Framework & Questions) The Evaluation System

9. The Criteria Structure 7 Categories More Specificity 18 Items 32 Areas to Address Specific Questions 11 Core Values

10. Core Values are... … values and concepts that are the foundation for the criteria

11. Core Values and ConceptsThe Criteria’s Foundation • Visionary Leadership • Customer-Driven Excellence • Organizational and Personal Learning • Valuing Employees and Partners • Agility • Focus on the Future • Managing for Innovation • Management by Fact • Social Responsibility • Focus on Results and Creating Value • Systems Perspective

12. Organizational Profile The Organizational Profile is a snapshot of the organization, the key influences on how the organization operates and the key challenges faced by the organization. P.1 Organizational Description P. 2 Organizational Challenges • Organizational Environment • Organizational relationships • Competitive Environment • Strategic Context • Performance Improvement System

13. The 7 Categories of the Criteria 1. Leadership 2. Strategic Planning 3. Student, Stakeholder & Market Focus 4. Measurement, Analysis and Knowledge Management 5. Workforce Focus 6. Process Management 7. Results

14. Criteria for Performance Excellence Framework: A Systems Perspective Organizational Profile: Environment, Relationships, and Challenges 2 5 Strategic Workforce Focus Planning 7 1 Results Leadership 3 6 Student, Stakeholder and Market Focus Process Management 4 Measurement, Analysis, and Knowledge Management

15. 1 Leadership The LeadershipCategory examines how your organization’s senior leaders guide and sustain your organization. Also examined are your organization’s governance and how your organization addresses its ethical, legal and community responsibilities. 1.1 Organizational Leadership 1.2 Governance and Social Responsibility • Organizational Governance • Legal and Ethical Behavior • Support of Key Communities • Vision and Values • Communication • Organizational Performance

16. Key Excellence Indicators: Leadership • Personal commitment to customers • Effective communication of organization’s direction • Use of personal and organizational review findings to set focus for improvement

17. Key Excellence Indicators: Leadership • Communication of and adherence to the organization’s values • Legal and ethical behavior • Focus on learning at all levels of the organization • Good citizenship

18. Organizational Assessment (PLAN) Strategy, Methodology Approach APPROACH refers to the METHODS which the organization uses to achieve the purposes addressed in the criteria

19. Organizational Assessment (PLAN) Strategy, (DO) Implement, Methodology Execute Approach Deployment Qualitative DEPLOYMENT refers to the extent to which the approach is APPLIED to all relevant areas and activities addressed in the criteria

20. Organizational Assessment (PLAN) Strategy, (DO) Implement, (CHECK) Methodology Execute Outcome Approach Deployment Results Qualitative Quantitative RESULTS refers to OUTCOMES and EFFECTS in achieving the purposes addressed in the criteria

21. Organizational Assessment (ACT) Learning and Integration Approach Deployment Results LEARNING refers to refining your approach through cycles of evaluation and improvement INTEGRATION refers to the extent to which your approach is aligned with your organizational needs identified in the organizational profile and other Process Items

22. Learning from National and State Assessments • Vulnerable Organizations • More in a reactive mode than prevention & improvement oriented • Major gaps in deployment of management system fundamentals • Spotty business results • Good Organizations • Solid, systematic approach to management system fundamentals • More emphasis on improvement & prevention vs. reaction • Management system well deployed • Good performance levels that have been sustained over time • Strong Organizations • Solid, systematic approach to all elements of management system • Management system fully deployed • Strong, sustained performance, approaching world class

23. Possible Next Steps • Have Quality Texas make a presentation to your company, organization, or association • Have others in your organization attend Managing for Performance Excellence training provided by Quality Texas • Ask about customized training • Have one or more of your employees apply to be an Examiner • Valuable training plus chance to contribute to the State of Texas • Learning and experience through review and feedback on other applications • Networking and learning from peers from throughout Texas • Submit an applicationat the Progress Level or Award Level • Network, visit, interface, share, and benchmarkwith other organizations and individuals • Visit the Quality Texas website at www.texas-quality.org

24. Resources Available to Assist You • Criteria for Performance Excellence (Generic, Education, or Health Care Version) • Texas Award Self-Assessment Manual • Examiners and Other Volunteers • Award Applicants and Recipients • Conferences and Workshops • Baldrige (NIST) Website www.baldrige.nist.gov • Quality Texas Website www.texas-quality.org