2011 Baldrige Performance Excellence Program American Association of School Administrators Denver, CO February 19, 2011 Measuring What Matters Most The Baldrige Approach to Performance Management

2011 Baldrige 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

2011 Baldrige 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

2011 Baldrige Performance Excellence Program Program History Malcolm Baldrige National Quality Improvement Act of 1987, Public Law  Created award program to  identify/recognize role-model businesses  establish criteria for evaluating improvement efforts  disseminate/share best practices  Expanded to health care and education (1998)  Expanded to nonprofit sector (2005)

2011 Baldrige 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

2011 Baldrige Performance Excellence Program Education Criteria Framework: A “Systems” Perspective

2011 Baldrige Performance Excellence Program Steps toward Mature Processes

2011 Baldrige Performance Excellence Program Purpose of Performance Measures  Communicate consistent performance expectations  Serve as a key alignment tool  Support agility, innovation, and decentralized decision making

2011 Baldrige 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

2011 Baldrige 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

2011 Baldrige 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.”

2011 Baldrige 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.

2011 Baldrige 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 Outcomes  Customer-Focused Outcomes  Workforce-Focused Outcomes  Leadership Outcomes  Budgetary and Financial Outcomes

2011 Baldrige 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

2011 Baldrige Performance Excellence Program Student Learning Outcomes

2011 Baldrige 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

2011 Baldrige 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

2011 Baldrige Performance Excellence Program Customer-Focused Outcomes Should include measures of both students and stakeholders across a number of dimensions:  Satisfaction  Dissatisfaction  Engagement

2011 Baldrige Performance Excellence Program Customer-Focused Outcomes Important differences between  Satisfaction and dissatisfaction  Satisfaction and engagement

2011 Baldrige 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

2011 Baldrige 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

2011 Baldrige Performance Excellence Program Leadership Outcomes  Governance and fiscal accountability  Regulatory, safety, accreditation, and legal compliance  Ethical behavior and stakeholder trust  Fulfillment of societal responsibilities

2011 Baldrige Performance Excellence Program Principles of Performance Measurement  Performance levels and trends  Use of comparative data  Appropriate segmentation  Use of performance projections

2011 Baldrige Performance Excellence Program Principles of Performance Measurement

2011 Baldrige 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  Baldrige examiners and Baldrige Award recipients  Quest for Excellence® and Regional Conferences  Baldrige alerts, blog, Insights leadership column

2011 Baldrige Performance Excellence Program For more information Baldrige Performance Excellence Program National Institute of Standards and Technology 100 Bureau Drive, Stop 1020 Gaithersburg, MD

2011 Baldrige 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