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

2. Agenda 1. Accountability Report: Its Purpose 2. Baldrige Overview
3. Assessing Results Items
4. Assessing Approach/ Deployment Items
5. Using the Accountability Report to Improve
6. Writing an Accountability Report

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 Baldrige Criteria is and how it relates to excellence
Proven Method to use the Accountability Report to Focus and Improve

8. Focus Improve Maintain
Most Important Uses
Focus
Improve
Maintain

9. David McClaskey

10. Baldrige Basics

11. Organizational Profile2
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 Profile2
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. Critical Characteristics of companies that are world-class competitors
Baldrige Criteria is based on:
Critical Characteristics of companies that are world-class competitors

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

16. Two Types of Items Approach/Deployment Results
(Process)
Describes HOW you do it and
WHAT you do
Results
Outcomes (Data/Charts)
Comparisons

17. Approach/ Deployment Results De Items Baldrige
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
Results
Outcomes (Data/Charts)
Comparisons

23. Evaluating Results Items
Outcomes (Data/Charts)
Importance - Covers most Key Requirements
Trends
Comparisons/Levels
Benchmark
Sustained

24. Evaluating Results Items
Importance
2. Trends
3. Comparisons/Levels
4. Sustained

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

30. Approach/Deployment Items
Assessing
Approach/Deployment Items

31. Approach/Deployment Items
APPROACH --- METHODS
DEPLOYMENT -- EXTENT
Describes WHAT you do and HOW you do it.

33. The plural or Anecdotal
IS NOT
Systematic

34. Evaluating Approach/Deployment Items
1. Did the response fulfill the purpose of the item including a response that fulfills each areas to address and describes a systematic (repeatable/data driven) process?
Deployed - breadth/depth of application; used in all appropriate areas
Evaluation and Improvement Cycles
Aligned/Integrated with the organizational needs identified in other categories (not a stand alone system)
Describes HOW you do it and
WHAT you do

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

42. Example: Project Plan to Use Baldrige to Improve Results and Processes
Step
Date
Form Top Management-Led Category Teams and take Baldrige Training Class to understand Baldrige and how to assess.
2. Category Teams Revise Accountability Report Write-up
3. Category Teams assess their Category of the Accountability Report
4. Category Teams Identify Top 1-3 Improvement Opportunities from their Category

43. 5. Leadership Team selects top 2-3
5. Leadership Team selects top improvement opportunities and initiates improvement teams
6. Improvement teams get recommendations implemented.
7. Improvement teams work to get results and replicate improvements.
8. Category Teams work on improvements in their categories (making improvements each month).
On-Going
9. Cycle continues with yearly updates and assessments of Accountability Report
On-going

44. Questions/Discussion