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The Baldrige Model of Performance Excellence A framework for continuous improvement.

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Presentation on theme: "The Baldrige Model of Performance Excellence A framework for continuous improvement."— Presentation transcript:

1 The Baldrige Model of Performance Excellence A framework for continuous improvement

2 A trilogy… Part I – Introduction Part I – Introduction(7/12/04) Part II – Baldrige in the Classroom (7/26/04) Part II – Baldrige in the Classroom (7/26/04) Part III – Baldrige and the Board Part III – Baldrige and the Board(8/16/04)

3 Part I - Introduction The Baldrige Model of Performance Excellence Prepared for: The Cedar Rapids Community Schools Board of Education The Cedar Rapids Community Schools Board of Education July 12, 2004

4 So What is Baldrige Anyway? A measure of system parts and connections A measure of system parts and connections How good are the parts? How good are the parts? How good are the connections between the parts? How good are the connections between the parts? A blueprint for building good, well-connected parts A blueprint for building good, well-connected parts A process for determining which parts and which connections add value and which do not A process for determining which parts and which connections add value and which do not

5 Performance Excellence Is the result of continual improvement driven by customer needs, expectations, and requirements Is the result of continual improvement driven by customer needs, expectations, and requirements Is the result of getting better and knowing that you have Is the result of getting better and knowing that you have

6 Goals and Measures Random Acts of Improvement Aim of the Organization

7 GOALS School Improvement Plan Aligned Acts of Improvement = Programs and processes

8 Examples of aligned arrows... Requisitions Requisitions Employee Evaluation Employee Evaluation Hiring Hiring Curriculum (e.g. grade 3 math; hs American History) Curriculum (e.g. grade 3 math; hs American History) Effective Instruction Strategies Effective Instruction Strategies School Improvement Plans School Improvement Plans

9 Student Classroom School District State Alignment between Systems

10 Performance Excellence Based upon the following assumptions: People want to do the right thing and want to be successful People want to do the right thing and want to be successful 95% of the problems workers face are the result of the system- and leadership has a responsibility to fix the system 95% of the problems workers face are the result of the system- and leadership has a responsibility to fix the system Fixing one part of the system is necessary but not sufficient for performance excellence Fixing one part of the system is necessary but not sufficient for performance excellence

11 Putting Together The Pieces The 7 Baldrige Categories Leadership Leadership Strategic Planning Strategic Planning Student/Stakeholder Focus Student/Stakeholder Focus Information and Analysis Information and Analysis Human Resource Focus Human Resource Focus Process Management Process Management Performance Results Performance Results

12 CORE VALUES Leadership Student, Stakeholder & Market Focus Strategic Planning Strategic Performance Results Process Performance Results Human Resource Focus Process Management Adapted from BiE IN Baldrige Model Information & Analysis Strategic Above the Line Operational Below the Line BALDRIGE CRITERIA

13 Category 1 Leadership Requires leaders to set and communicate direction consistent with stakeholder requirements Requires leaders to set and communicate direction consistent with stakeholder requirements How do leaders set and communicate direction? How do leaders set and communicate direction? How do leaders monitor progress? How do leaders monitor progress? How do leaders model the use of the principles of quality management? How do leaders model the use of the principles of quality management?

14 Category 2 Strategic Planning Translates stakeholder needs into goals, measures and action plans Translates stakeholder needs into goals, measures and action plans How do we develop goals and measures? How do we develop goals and measures? How do we implement the plan? How do we implement the plan? How does each individuals personal goals and actions support the plan? How does each individuals personal goals and actions support the plan?

15 Category 3 Student & Stakeholder Focus Defines the aim of the district, school or classroom Defines the aim of the district, school or classroom How do we determine student and stakeholder requirements? How do we determine student and stakeholder requirements? How do we measure student and stakeholder satisfaction? How do we measure student and stakeholder satisfaction? How do we build positive relationships with students and stakeholders? How do we build positive relationships with students and stakeholders?

16 Category 4 Information & Analysis Provides the foundation for aligned decision making in all areas of the system How do we select and manage information? How do we select and use comparative data? How do we evaluate and improve information systems?

17 Category 5 Human Resource Focus Examines how the district, school or classroom enables workers to develop and utilize their full potential Examines how the district, school or classroom enables workers to develop and utilize their full potential How do we ensure collaboration and teamwork? How do we ensure collaboration and teamwork? How are workers trained, educated and evaluated? How are workers trained, educated and evaluated? How do we measure and improve employee morale and well-being? How do we measure and improve employee morale and well-being?

18 Category 6 Process Management Addresses how educational products and services are designed, implemented and improved Addresses how educational products and services are designed, implemented and improved How do we design instructional and support processes? How do we design instructional and support processes? How do we continually improve important processes using Plan, Do, Study, Act? How do we continually improve important processes using Plan, Do, Study, Act?

19 Category 7 Performance Results Examines the district, school or classroom performance in key areas Examines the district, school or classroom performance in key areas What is the level of baseline performance? What is the level of baseline performance? What is our performance over time? What is our performance over time? How do our results compare to similar districts, departments, schools or classrooms How do our results compare to similar districts, departments, schools or classrooms

20 The Core Values… Learning - Centered Education Learning - Centered Education Visionary Leadership Visionary Leadership Organizational and Personal Learning Organizational and Personal Learning Valuing Faculty, Staff and Partners Valuing Faculty, Staff and Partners Managing For Innovation Managing For Innovation Systems Perspective Management By Fact Focus on the Future Public Responsibility & Citizenship Agility Focus on Results and Creating Value


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