Implementing Baldrige for Excellence in Education Dan Clay Professor and Dean Joanne H. Hook Dean’s Chair in Educational Renewal University of Missouri College of Education November 22, 2011

Baldrige in Higher Education University of Missouri College of Education Approximately 125 faculty FTE, 156 staff Enrollment: 1,300 undergrad and 1,800 grad Multiple auxiliary units 46 collaborations in 22 countries Over $17 million in annual research Multiple national distinctions

Why Baldrige? Critical time for education in the U.S. Increased accountability in higher education Organizational performance improvement efforts of the past Baldrige provides the paradigm – comprehensive and structured Values clearly consistent with higher education - Use of data to inform and improve practice - Focus on the future - Focus on individual and organizational learning - Ethics, societal responsibility, sustainability - Striving for excellence Not prescriptive – doesn’t tell you WHAT to do

Implementation Steps in Higher Education 1.Explore (Leadership) 2.Identify and introduce (COE Leaders) -Making the case for why Baldrige is right for us 3. Identify key leaders (Explicit & Implicit) -Includes both faculty and staff -Need a “tipping point” 4.Build organizational knowledge - Key leaders as examiners

Planning the Implementation Process 1.Develop timeline/begin strategic planning 2.Continue building organizational knowledge -Conferences, personal experiences (Midway USA, Park Hill) -Encourage and reward examiners 3. Address barriers to implementation 4.Identify key work processes/outcomes

Planning the Implementation Process 5.Incentivize and reward adoption of continuous improvement -Build culture of continuous improvement -Embed adoption and outcomes into key leader evaluations 6.Clear and consistent communication - Why we need continuous improvement - How we all benefit from this approach - Expectations for performance - Identify with pursuit of excellence

Planning the Implementation Process 7.Ensure adequate resources - Statement of value for organization - Support those working to reach goals 8. Identify and celebrate early successes

Barriers to Implementation in Higher Education 1.E – E – E - “Midwest nice” way of resisting Embrace – Extend – Extinguish 2.In it just for the “Award” - Another administrator with self interest 3.Requires a Paradigm Shift - Difficulty seeing students as “customers” - Resistance to “business” of education

Barriers to Implementation in Higher Education 4.History is a Powerful Force - Requires radically different ways of seeing oneself and one’s profession - Threat of status quo – those with power and influence have something to lose - Pride in history and legacy 5.We are already awesome! - We are good – no need to change

Questions?