Presentation on theme: "Robert Schoch Director of Business Administration"— Presentation transcript:
1 Utilizing the Baldrige Criteria for Performance Excellence to Guide Strategic Planning Robert SchochDirector of Business AdministrationNorth Penn School District
2 My Beliefs High performing organizations require Strong strategic planning-district, school, support service departmentsStrong technology planningQuality management system (ISO 9000 and/or Baldrige)Beliefs applied to current situationBudget balancing options developed, selected, and implemented remaining true to core values from strategic planExtensive use of quality management principles and practicesSystematic benchmarking to prove cost effectivenessProcess managementLean Six Sigma analysis-advanced process cost analysisSystematic program budgeting and evaluation, per cycleThe current economic situation and likelihood of low Act 1 Index for several years will test capabilities and working relationships
3 History of Quality Management DemingJuranStatistical Process ControlTotal Quality ManagementBaldrige National Quality ProgramLean Six Sigma
4 Principles and Practices of High Performing Organizations Continuous improvement mindsetReduce variability of resultsManage the pace of changeShare knowledge about what works bestPracticesSystematic benchmarking toidentify and model best practicesProcess management toolsPerformance measurement andperformance management
5 Baldrige National Quality Program Education Criteria for Performance Excellence LeadershipSenior LeadershipGovernance and Societal ResponsibilitiesStrategic PlanningStrategy DevelopmentStrategy DeploymentCustomer FocusCustomer EngagementVoice of the Customer
6 Baldrige National Quality Program Education Criteria for Performance Excellence Measurement, Analysis and Knowledge ManagementMeasurement, Analysis, and Improvement of Organizational PerformanceManagement of Information, Knowledge, and Information TechnologyWorkforce FocusWorkforce EngagementWorkforce EnvironmentProcess ManagementWork SystemsWork Processes
7 Baldrige National Quality Program Education Criteria for Performance Excellence ResultsStudent Learning OutcomesCustomer-Focused OutcomesBudgetary, Financial, and Market OutcomesWorkforce-Focused OutcomesProcess Effectiveness OutcomesLeadership Outcomes
8 Interrelated Core Values and Concepts Baldrige National Quality Program Visionary leadershipLearning-centered educationOrganizational and personal learningValuing workforce members and partnersAgilityFocus on the futureManaging for innovationManagement by factSocietal responsibilityFocus on results and creating valueSystems perspective
9 North Penn School District’s Journey to Performance Excellence Decision to use Effective Schools model for instructional improvementDecision to use Baldrige Quality System for support services improvementBegan attending annual National Quality Education Conference-about 600 attendees who are working on Baldrige model for education (K12, Community College, higher education)Hired training consultants expert in quality managementEstablished Quality Improvement TeamApplied for state Baldrige program, Keystone Alliance for Performance Excellence (KAPE), in March 2010Site visit by team of examiners in May 2010Feedback report in fall of 2010Award in November 2010
10 History of Baldrige Program The Malcolm Baldrige National QualityImprovement Act of 1987 created an awardprogram to:Identify/recognize role model organizationsEstablish criteria for evaluating improvement effortsDisseminate/share best practices1988 Business (Manufacturing, Service, Small Business)1998 Healthcare and Education2006 Non Profit and Government
11 Baldrige Award Recipients National Award RecipientsMontgomery County Public SchoolsIredell-Statesville SchoolsRichland CollegeK.W. Monfort College of BusinessCommunity Consolidated District 15University of Wisconsin-StoutPearl River School DistrictJenks School DistrictChugach School DistrictPennsylvania KAPE Award RecipientsNorth Penn School District
12 What are the Criteria?A set of expectations or requirementsA structured approach to performance improvementA framework for a systems view of performance managementDe facto definition of performance excellenceBasis for continuous improvementThe Criteria are non prescriptive
13 Continuous Improvement The Baldrige Criteria are based on cycles ofcontinuous improvement. These improvementcycles should be imbedded in all work processes.Act PlanStudy Do
14 The Criteria Asks Four Basic Questions Approach – what methods and processes is an organization using to carry out its work?Deployment – to what extent (breadth and depth) are the organization’s approaches deployed to relevant work processes?
15 The Criteria Asks Four Basic Questions – cont’d Results – what are the outcomes achieved by the organization?Learning – is the organization improving its methods, processes, and results through cycles of evaluation and improvement (continuous improvements)
17 Category 1 LeadershipCategory 1 asks how does leadership….Establish, communicate, demonstrate visions and values?e.g. processes used to communicate the valuesof the organization – senior leaders involved in improvement effortsHow do senior leader communicate key decision, encourage two way communication throughout the organization?
18 Category 1 – cont’dEnsure legal and ethical behavior?e.g. ethics policy - deploymentCreate a sustainable organization?e.g. culture of performance improvement, accomplishment of strategic objectivesCreate a focus on accomplishing the organizations objectives?e.g. progress against the strategic plan
19 Category 2 Strategic Planning Category 2 asks how is the….Strategic plan – short and long term objectives developed (planning process – inputs) and a timetable for accomplishing them established?e.g. inputs – core competencies, student dataShort and long term challenges and opportunities addressed?e.g. budget cuts
20 Category 2 – cont’dStrategic objectives converted into action plans and how are they deployed and performance measures established for tracking progress?How strategic objectives and action plans are modified if circumstances change?
21 Category 3 Customer Focus Category 3 asks, how does your organization….Listen to students and stakeholders to obtain actionable information (voice of the customer – requirements expectations, desires)?Determine student and stakeholder satisfaction and engagement (engagement – retention, loyalty, advocate/recommend your organizations programs)?
22 Category 3 cont’dDetermine educational programs?e.g. student data – voice of the customerManage relationships with students and stakeholder?Manage student and stakeholder complaints?
23 Category 4 Measurement, Analysis and Knowledge Management Category 4 asks how does your organization…Select and collect data to track daily operations, organizational performance, progress against strategic objectives and action plans and voice of the customer data?Use data for decision making?Ensure accuracy and quality of data?
24 Category 4 – cont’dSelect, collect and use comparative data?Review organizational performance and translate performance review findings into actions for improvement?Ensure transfer of best practices?Ensure hardware and software reliability and security?
25 Category 5 Workforce Focus Category 5 asks, how does your organization…Assess workforce capability and capacity needs to accomplish the work of the organization?e.g. capability and capacity can be skills needed (teaching new math courses) based on student data outcomes– sufficient staffing to deliver various programs
26 Category 5 – cont’dDevelop your workforce - design and deliver needed leadership and workforce training?e.g. professional development programsEnsure workforce health, safety and security?Determine key elements of workforce engagement?
27 Category 5 – cont’dHow does your workforce performance management system promote high performance?e.g. compensation, recognition, rewardsDetermine workforce engagement and satisfaction (engagement – workforce commitment to accomplishing the organizations goals, motivated) ?e.g. survey to determine level of engagement
28 Category 6 Operations Focus Category 6 asks, what are your organizations…Key processes and their performance measures?e.g. deliver programs to the studentsKey support processes and their performance measures?e.g. administrative processes
29 Category 6 – cont’dHow are processes designed taking into account new technology, productivity, innovation and cycle time?e.g. student data can be an input to the design process - did the process achieved its intended design?How are processes improved?e.g. Six Sigma/Lean, PDSA
30 Processes…identifyTwo instructional service delivery processes:1.2.Two administrative processes:
31 Category 7 ResultsCategory 7 asks, what are your organizationstrends in..Student learning and process outcomese.g. reading level outcomes of various programs, SAT scores, mathematicsCustomer focused outcomese.g. student satisfaction outcome
32 Category 7 – cont’dWorkforce (teachers/admin staff) focused outcomese.g. staff satisfaction – turnover rateLeadership and governance outcomese.g. accomplishment of the strategic plan, surpassing legal and regulatory requirements, measures of ethical behavior
33 Category 7 cont’dBudgetary, financial, and market outcomese.g. cost per student, budget growth, budget distribution (school, support, operations)
34 Why Baldrige – the message from leadership? Leadership sets direction – Criteria requirementWe want to be an organization known for excellence – this is our commitmentHow will we accomplish this goal?The model of performance excellence we will use is the Baldrige Educational Criteria for Performance Excellence, a world class model
35 How will we know we are achieving our goal of performance excellence – application and measurement against the CriteriaApplication and the award are verification that we are on the right path to excellenceIt’s not about receiving an award (recognition is good), it’s about performance excellence and a commitment to excellence
36 The Criteria are the basics that any organization of excellence would do: Examples:Manage and make decisions by factMeasure customer satisfaction (student)Have a process to address customer complaintsImprove all of our work processesMeasure staff satisfaction and engagementHave a plan (strategic) and align the organization to the plan
37 From an organizational view… If we are recognized as being the best school district, against a world class standard – families seeking to have their children attend great schools would be motivated to move to our district – and select our school vs. competitors.More families buying homes = more school taxes being paid = more revenue for our school in an environment with shrinking funding.
38 We should have organizational performance data in critical areas and compare ourselves to best in class to know we are making progress as and organization (National Award recipients) – Criteria requirementAnyone can say they are good – we can prove it, we have compared ourselves to a world class standard (as Deming would say “how do you know” or “where is your data”)“I would not want to compete against a Baldrige winner” – H. Zechman –Stoner Inc.
39 What’s in it for me?????The processes we work in and interface with are thoughtfully designed and improved (less frustration – less non value added work – input to the design) – Criteria requirementWe make decisions based on facts and data – not hunch and guess – Criteria requirementWe measure workforce satisfaction and engagement and act on the findings and measure improvement (motivated, happier staff)– Criteria requirement
40 We know where we are going and why - our efforts are aligned (achievement of our strategic plan) and we measure our progress – no more where are we going and why am I being asked to work on this (less frustration)? – Criteria requirement
41 Is Baldrige something extra to do? The answer is no! It is the way we should be working. It is not something extra to do.Example:Managing and making decisions with data or improving processes so they are efficient and effective should be the way we work. If we are making decisions with facts and data – we should not say “we are now doing Baldrige” this is the way we should work.
42 If we are establishing process performance metrics and improving process that touch the students (focus on the customer) and staff – we should not say “we are doing Baldrige” – this is the way we should work.It takes time for the transition to take place from how we are comfortable working to a better way.It takes time to change a culture.
43 “By what method will you improve?” Dr. Edwards Deming
44 North Penn’s Next Steps in Continuous Improvement Increase internal capacity6 to 8 Baldrige examiners on staff10 Lean Six Sigma projects-rapid cycle200 processes per year documented in standard format with cross functional flowcharts-form the basis for identifying root cause of unreliable processes, designing and sustaining improvementsImplement feedback report from state level Baldrige Program (Keystone Alliance for Performance Excellence)
45 Mindset MattersWe are facing the most difficult challenge of our generation, improving educational institutions vital to national prosperity at a time of unprecedented financial difficulty.Involving the employees and the broader community in the challenge will result in discovering many opportunities to do better with less.Many of the major cost reductions require extensive cooperation from numerous employees. Lack of cooperation will postpone savings and/or reduce financial potential achieved.Establish challenges at a school, department, or function levelCautionsStaff demoralized or fearing job loss will not be helpful, could resist or sabotage effortsLeaders must show confidencePositive mindset and approach represents enlightened self-interest, making job easier instead of more difficult
46 Employee Engagement Innovation Celebration 2012-April 18 Employee Suggestion ProgramOver 75 ideas submitted on BudgetBalancing Suggestion FormEmployee ChallengesMid-year reductions in current year-$500,000 target for schools, $1 million for central administration and support servicesImprovement Challenge-3 year program50 ideas worth $500,000New ideas each yearSustainable improvementsPublic presentation of ideas annually in May atInnovation Celebration (science fair format)Objective: prove cost effectiveness to community
47 Opportunities to Become Involved In Baldrige and Quality Management Visits to Baldrige recognized organizationsParticipate in KAPE as an examinerAttend National Quality in Education Conference, November 2012Join regional American Society for Quality (ASQ)
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