Baldrige Performance Excellence Program
2011
Measuring What Matters Most
The Baldrige Approach to
Performance Management
American Association of School
Administrators
Denver, CO
February 19, 2011
Baldrige Performance Excellence Program
2011
Workshop Objectives
At the end of this session, you will:
 Understand the basics of the Baldrige
approach to performance excellence
 Be able to use the Baldrige approach to
inform the development of performance
measures
 Know what to do next to start your school
system on the path to performance
excellence
Baldrige Performance Excellence Program
2011
What Is the Baldrige Program?
 Operates as a unique public-private
partnership
 Educates organizations on
performance excellence management
 Manages the Baldrige Award
Baldrige is Performance Excellence:
Organizations Achieve and the U.S. Succeeds
Baldrige Performance Excellence Program
2011
Program History
Malcolm Baldrige National Quality Improvement
Act of 1987, Public Law 100-107
 Created award program to
 identify/recognize role-model businesses
 establish criteria for evaluating improvement
efforts
 disseminate/share best practices
 Expanded to health care and education (1998)
 Expanded to nonprofit sector (2005)
Baldrige Performance Excellence Program
2011
What Is the Baldrige Approach to
Performance Excellence?
A basis for conducting self-assessment and
performance improvement activities that focus on
 Delivery of ever-increasing value
 Through achieving key organizational results
 While viewing the organization as a complex
system
Baldrige Performance Excellence Program
2011
Education Criteria Framework:
A “Systems” Perspective
Baldrige Performance Excellence Program
2011
Steps toward Mature Processes
Baldrige Performance Excellence Program
2011
Purpose of Performance Measures
 Communicate consistent performance
expectations
 Serve as a key alignment tool
 Support agility, innovation, and
decentralized decision making
Baldrige Performance Excellence Program
2011
Student Achievement:
Necessary, but Not Sufficient
 Improved student learning must remain at
the core, but
 Schools and districts are complex human
systems, and
 Need a balanced set of performance
measures to focus all processes and
systems on improving student learning
Baldrige Performance Excellence Program
2011
Student Achievement:
Necessary, but Not Sufficient
 Improved student learning must remain at
the core, but
 Schools and districts are complex human
systems, and
 Need a balanced set of performance
measures in order to focus all processes
and systems on improving student learning
Baldrige Performance Excellence Program
2011
Why Measure?
 We all want to achieve the “arrows pointing
in the same direction,” but this is easier
drawn than done.
 Measures communicate important goals
and drive performance in that direction.
 Well-chosen measures can function as a
compass that consistently brings the
organization back to “true north.”
Baldrige Performance Excellence Program
2011
Why Measure?
 Poorly selected measures can have the
opposite effect.
 They can pull resources away from what is
important to your organization.
 Take great care in using measures
because the data are easy to collect,
rather than because you know they are
important.
Baldrige Performance Excellence Program
2011
The Baldrige Framework’s
Measures
The results items of the Criteria represent an
organization’s performance and improvement in
all key areas:
 Student Learning and Process Outcomes
 Customer-Focused Outcomes
 Workforce-Focused Outcomes
 Leadership Outcomes
 Budgetary and Financial Outcomes
Baldrige Performance Excellence Program
2011
Student Learning Outcomes
 Emphasis on “student learning” rather than
“student achievement”
 In line with today’s focus on “growth models”
 Intent is to demonstrate how well your
processes focused on student learning are
performing, not just the current level of
student achievement
Baldrige Performance Excellence Program
2011
Student Learning Outcomes
Baldrige Performance Excellence Program
2011
Process Effectiveness Outcomes
“If you can’t describe what you are doing
as a process, you don’t know what you
are doing.”
—Dr. Edward Deming
Baldrige Performance Excellence Program
2011
Process Effectiveness Outcomes
“If you can’t describe what you are doing
as a process, you don’t know what you
are doing.”
—Dr. Edward Deming
Baldrige Performance Excellence Program
2011
Customer-Focused Outcomes
Should include measures of both students and
stakeholders across a number of dimensions:
 Satisfaction
 Dissatisfaction
 Engagement
Baldrige Performance Excellence Program
2011
Customer-Focused Outcomes
Important differences between
 Satisfaction and dissatisfaction
 Satisfaction and engagement
Baldrige Performance Excellence Program
2011
Workforce-Focused Outcomes



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Workforce engagement and satisfaction
Workforce and leadership development
Workforce capability and capacity
Workforce climate, including health,
safety, security, services, and benefits
Baldrige Performance Excellence Program
2011
Budgetary, Financial,
and Market Outcomes
 Budgetary and financial performance,
including measures of cost containment or
financial viability
 Market performance, including market
share or position, market share growth, or
new markets entered
Baldrige Performance Excellence Program
2011
Leadership Outcomes
 Governance and fiscal accountability
 Regulatory, safety, accreditation, and
legal compliance
 Ethical behavior and stakeholder trust
 Fulfillment of societal responsibilities
Baldrige Performance Excellence Program
2011
Principles of Performance
Measurement


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Performance levels and trends
Use of comparative data
Appropriate segmentation
Use of performance projections
Baldrige Performance Excellence Program
2011
Principles of Performance
Measurement
Baldrige Performance Excellence Program
2011
Baldrige Resources

Criteria for Performance Excellence booklets
 Your Guide to Performance Excellence

Are We Making Progress? (2 versions)

2009 Nightingale College of Nursing Case Study Packet

State and local Baldrige-based award programs
www.networkforexcellence.org

Baldrige examiners and Baldrige Award recipients

Quest for Excellence® and Regional Conferences

Baldrige e-mail alerts, blog, Insights leadership column
Baldrige Performance Excellence Program
2011
For more information
Baldrige Performance Excellence Program
National Institute of Standards and Technology
100 Bureau Drive, Stop 1020
Gaithersburg, MD 20899-1020
301-975-2036  baldrige@nist.gov
www.nist.gov/baldrige
Baldrige Performance Excellence Program
2011
Measuring What Matters Most
“It’s not enough to do your best. First you
have to know what to do. Then you can do
your best.”
—Dr. Edward Deming