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THE BALDRIGE FRAMEWORK AS A
STRATEGY FOR PERFORMANCE
EXCELLENCETexas Higher Education Coordinating Board
Achieving Excellence:The Richland College Experience
Bryan R. Cole, ProfessorDept. of Educational Administration and
Human Resource DevelopmentTexas A&M University
[email protected] 6, 2007
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
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
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
The Baldrige Model Can Provide:The Baldrige Model Can Provide:
The Baldrige and accrediting models are very
similar -
self-study/self-assessment,
peer review,
site visit,
identification of strengths and
opportunities for improvement
Baldrige and AccreditationBaldrige 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
Baldrige and AccreditationBaldrige and Accreditation
Performance Excellence Performance Excellence Criteria CharacteristicsCriteria 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
The Performance The Performance Excellence ModelExcellence Model
Three Components:
Core Values
Criteria(Organizational Profile,
Criteria Framework & Questions)
The Evaluation System
The Criteria StructureThe Criteria Structure
7
Categories
18
Items
32
Areas to Address
More
Specificity
Specific Questions
11 Core Values
Core Values are...
… values and concepts that are the foundation
for the criteria
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
Organizational ProfileOrganizational Profile
P.1 Organizational
Description
P.1 Organizational
Description
P. 2 Organizational
Challenges
P. 2 Organizational
Challenges
• Organizational Environment• Organizational relationships
• Competitive Environment
• Strategic Context
• Performance Improvement System
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.
The 7 Categories of the CriteriaThe 7 Categories of the Criteria
1. Leadership2. Strategic Planning3. Student, Stakeholder &
Market Focus4. Measurement, Analysis and
Knowledge Management5. Workforce Focus6. Process Management7. Results
4
Measurement, Analysis, and Knowledge Management
1
Leadership
Criteria for Performance Excellence Framework: A Systems Perspective
7
Results
Organizational Profile: Environment, Relationships, and Challenges
5
WorkforceFocus
3 Student,
Stakeholderand Market Focus
6
Process
Management
2
Strategic
Planning
1 Leadership
• Vision and Values• Communication• Organizational Performance
• Organizational Governance
• Legal and Ethical Behavior
• Support of Key Communities
The Leadership Category 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
OrganizationalLeadership
1.1
OrganizationalLeadership
1.2
Governance andSocial Responsibility
1.2
Governance andSocial Responsibility
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
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
Organizational Assessment
Approach
(PLAN) Strategy,Methodology
APPROACH refers to the METHODS which the organization uses to achieve the purposes addressed in the criteria
Organizational Assessment
Approach
(PLAN) Strategy, (DO) Implement,Methodology Execute
DEPLOYMENT refers to the extent to which the approach is APPLIEDto all relevant areas and activities addressed in the criteria
Deployment
Qualitative
Organizational Assessment
Approach
(PLAN) Strategy, (DO) Implement, (CHECK)Methodology Execute Outcome
RESULTS refers to OUTCOMES and EFFECTS in achieving thepurposes addressed in the criteria
Deployment
Qualitative
Results
Quantitative
Organizational Assessment
Approach Deployment Results
(ACT) Learning and Integration
LEARNING refers to refining your approach through cycles of evaluation and improvementINTEGRATION refers to the extent to which your approach is aligned withyour organizational needs identified in the organizational profile andother Process Items
Learning from National and Learning from National and State AssessmentsState 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
Possible Next StepsPossible 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 ExaminerValuable training plus chance to contribute to the
State of TexasLearning and experience through review and feedback
on other applicationsNetworking and learning from peers from throughout
Texas
• Submit an application at the Progress Level or Award Level
• Network, visit, interface, share, and benchmark with other organizations and individuals
• Visit the Quality Texas website at www.texas-quality.org
Resources Available to Assist Resources Available to Assist YouYou
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
