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How to Start Your Baldrige Journey

How to Start Your Baldrige Journey

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How to Start Your Baldrige Journey

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  1. Richland College How to Start Your Baldrige Journey Alabama Quality Award Conference December 5, 2008 Fonda Vera Dean, Planning and Research for Institutional Effectiveness 1

  2. Overview • Baldrige Program • Richland’s Baldrige Journey • Getting Started • The Application • Site Visit • Using Your Feedback • Lessons to Share 2

  3. Malcolm Baldrige National Quality Award • America’s Highest Honor for Performance Excellence • Congress created award program to: • Promote performance excellence • Establish criteria for evaluating performance • Identify and recognize role models • Share best practices 3

  4. Baldrige Criteria for Performance Excellence • A series of non-prescriptive questions • How we accomplish the work of the organization • What are the results • A proven framework for improving organizational performance and effectiveness 4

  5. Baldrige Core Values and Concepts • Visionary leadership • Customer-focused excellence • Organizational and personal learning • Valuing workforce members and partners • Agility • Focus on the future • Managing for innovation • Management by fact • Social responsibility • Focus on results and creating value • Systems perspective 5

  6. Criteria for Performance Excellence 6

  7. Applications Due May Independent & Consensus Review June-August Program Process Judges Meet Mid-Sept. Feedback report to applicant Not Selected Selected 1,000 hours of review Site Visit Review October Judges Meet Mid-Nov. Feedback report to applicant Not Selected Judges recommend Award recipients to NIST/Sec of Commerce 7

  8. Value of Feedback Report • Written assessment • Strengths • Opportunities • Actionable comments • Cost effective organizational assessment 8

  9. Why Use the Baldrige Criteria? • High value in the process • Gives you • Focus • Framework • Discipline • Feedback 9

  10. Richland College • Largest of seven public Dallas County Community College District colleges • Founded in 1972 serving almost 17,000 • Ethnically diverse students 132 countries, 79 languages • 1,500+ faculty and staff 10

  11. Mission Teaching, Learning, Community Building Vision Richland College will be the: … best place to learn … best place to teach … best place to build sustainable local and world community 11

  12. Richland’s Journey to Excellence 2002, 2003, 2004MB Application Consensus Level 2001 MB ApplicationStage 1 2006-2010Sustaining discipline Reinventing Richland 2005MB Site Visit 2011Reapply 2011Reapply 1993CQITQM 1997TAPE Level II Assessment 2005TAPE Site Visit 2003, 2004TAPE Application Site Visit 12

  13. The Journey “Pathwalker, there is no path. You must make the path as you walk.” --Antonio Machado, Spanish Poet 13

  14. Getting Started on the Journey • Affirm senior leadership’s commitment • Inspire a shared vision • Focus and align efforts • Values and culture define a unique path • Invite all on the journey 14

  15. Defining the Route • Make Baldrige the way you work • Integrate into Annual Planning Cycle • Develop in-house criteria knowledge 15

  16. Documenting the Journey • Formalize the informal • Draw a picture • Start with the Organizational Profile 16

  17. Getting Organized for Writing • Identify category leads/teams • Select writer(s) • Decide role of reviewers • Internal • External 17

  18. Begin with the End in Mind • Organizational Profile (5 pages) • Application (50 pages) 18

  19. Writing the Application • Use language you use at work • Write in active voice for clarity • Respond to the criteria • Process • Approach, Deployment, Learning, Integration • Results • Levels, Trends, Comparisons, Integration 19

  20. Writing Tips for Process Responses • Describe the process • Illustrate its application with figures/tables • Approximate 60% text, 40% graphics • Write what exists today • Describe breadth and depth of deployment 20

  21. Writing Tips for Results Responses • Focus on critical business factors • Tie to Categories 1-6 • Use charts, approximate 90% • Include comparatives • Provide appropriate segmentation • Show 3+ years of trend data 21

  22. Preparing for a Site Visit • Gather your documentation • Practice with employees • Use just-in-time training • Tell your story • Be yourself 22

  23. Using the Feedback Report • Input to strategic planning process • Analyze, prioritize, and communicate • Work on the gaps 23

  24. Celebrate the Journey • Foster a culture of engagement • Focus on improving, not on the award • Recognize achievement of key milestones 24

  25. Lessons to Share • Baldrige - The wise Socratic teacher • Leaders must lead • Start where you are • Balance challenge and support • Pace for sustainability • People and passion define the journey 25

  26. Launching the Journey “ Come to the edge, he said. They said, We are afraid. Come to the edge, he said. They came. He pushed them and they flew.” --Guillaume Appollinaire 26

  27. Richland College Using Baldrige Discipline to Build a Culture of Continuous Improvement Alabama Quality Award Conference Fonda Vera, Dean, Planning and Research for Institutional Effectiveness 27

  28. Overview • Measurement System Development • Monthly Report Card • End of Year Report • Lessons to Share 28

  29. The Baldrige Journey • A-D-L-I • Agility and Innovation • The Wise Socratic Teacher 29

  30. Approach Deploy Integrate Learn Richland CollegeCycle of Improvement 30

  31. Changing Ahead of the Curve “Many institutions wait too long to attempt transformations, doing so only when the signs of trouble have become obvious… High performers by contrast, change before they must, knowing that the best way to transform is from a position of strength.” Source:Breene, Tim, Shill, Walter E., & Nunes, Paul F. (2007). Transformation: Changing Ahead of the Curve. Retrieved June 29, 2007 from http://www.accenture.com/Global/Research_and_Insights/ Outlook/By_Issue/Y2007/ChangingAheadCurve.htm 31

  32. Developing a Robust Measurement System • Strategic Planning Priority Goals • Key Performance Indicators • Measures and Targets • Institutional vs. Departmental Measures • Review, Revise, and Refine 32

  33. Richland’s Four Strategic Planning Priority Goals • Identify and Meet Community Educational Needs (20%) • Enable All Students to Succeed (35%) • Enable All Employees to Succeed (20%) • Ensure Institutional Effectiveness (25%) 33

  34. Identify and Meet Community Educational Needs • Initiate Proactive Community Relationship Building (5%) • Conduct Open, Regular Communication with Community Stakeholders (10%) • Increase Enrollment in Service Area Underserved Populations (15%) • Provide Business and Industry Work Force Training (20%) • Respond to Community Educational Needs (50%) 34

  35. Enable All Students to Succeed • Monitor and Improve Student Success (40%) • Monitor and Improve Success for Historically Under-served Student Groups (40%) • Promote student engagement and satisfaction with services to support student learning (20%) 35

  36. Enable All Employees to Succeed • Promote Excellence in Job Performance (15%) • Provide Excellence in Job Satisfaction (10%) • Provide Comprehensive Professional Development for All Employee Groups (25%) • Proactively manage turnover and diversity (25%) • Provide a safe and healthy working environment (25%) 36

  37. Ensure Institutional Effectiveness • Remain Fiscally Responsible and Sound (35%) • Meet and Exceed Internal and External Standards and Requirements (35%) • Improve Operational Productivity (30%) 37

  38. Measures and Targets • Rationale for Measures • Strategic vs. Operational • Target Setting Methodology • Cycles of Improvement • Review, Revise, and Refine 38

  39. Goals, KPIs, Measures, Targets 39

  40. 2008-2009 Target Range 90% – 100% 2010-2011 Target Range 90% - 100% 2012-2013 Target Range 90% - 100% 379,390 – 421,544 433,994 – 482,216 547,394 – 608,216 Goals, KPIs, Measures, Targets 1.1.1 Contact hours from dual credit and tech-prep 40

  41. 2008-2009 Target Range 90% – 100% 2010-2011 Target Range 90% - 100% 2011-2012 Target Range 90% - 100% 1,086,201 – 1,206,890 1,140,510 – 1,267,233 1,197,535 – 1,330,594 Goals, KPIs, Measures, Targets 1.5.1 # of on-line contact hours 41

  42. 2008-2009 Target Range 90% – 100% 2010-2011 Target Range 90% - 100% 2011-2012 Target Range 90% - 100% 900 – 1,000 1,125 – 1,250 1,350 – 1,500 Goals, KPIs, Measures, Targets 2.1.14 # of students completing core curriculum 42

  43. Formalizing the Informal • Organizational Action Plans (OAP) • Departmental Action Plans (DAP) • Process Improvement/Implementation Plans (PIIP) • Benchmarking Improvement Plans 43

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  46. Identify Improvement Need Assign Ownership Evaluate the Process 1 8 2 RLC Evaluation & Improvement Approach Identify Root Cause Disseminate Results 7 3 Measure Impact Develop Solution Pilot/ Implement Approach 6 4 5 Process Improvement (PIIP) Integrate Approach Learn Deploy 46

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  50. Monthly Report Card • The “Thunion” - Thunder Onion • How it Works • Raw Data Sheet • Layer 3 • Layer 2 • The Dashboard 50