2011 2012 Education Criteria

8/3/2019 2011 2012 Education Criteria

1/88

Education Criteriafor PerformanceExcellence

20112012


2/88

A Public-Private Partnership

Building active partnerships in the public sectorand among theprivate sector and all levels of governmentis fundamental tothe success of the Baldrige Performance Excellence Program inimproving national competitiveness. Private-sector support for theprogram in the form of funds, volunteer efforts, and participationin public outreach continues to grow.

o ensure the continued growth and success of these partnerships,each of the following organizations plays an important role.

Foundation for the Malcolm Baldrige

National Quality Award

Te Foundation for the Malcolm Baldrige National QualityAward was created to foster the success of the program. Tefoundations main objective is to raise funds to permanentlyendow the award program.

Prominent leaders from U.S. organizations serve as foundationtrustees to ensure that the foundations objectives are accom-plished. A broad cross section of organizations throughout theUnited States provides financial support to the foundation.

National Institute of Standards

and Technology

Te National Institute of Standards and echnology (NIS),an agency of the U.S. Department of Commerce, manages theBaldrige Performance Excellence Program. NIS promotesU.S. innovation and industrial competitiveness by advancingmeasurement science, standards, and technology in ways thatenhance economic security and improve our quality of life. NIScarries out its mission in four cooperative programs, includingthe Baldrige Performance Excellence Program. Te other threeare the NIS laboratories, conducting research that advances thenations technology infrastructure and is needed by U.S. industryto continually improve products and services; the HollingsManufacturing Extension Partnership, a nationwide networkof local centers offering technical and business assistance tosmaller manufacturers; and the echnology Innovation Program,which provides cost-shared awards to industry, universities, andconsortia for research on potentially revolutionary technologiesthat address critical national and societal needs.

American Society for Quality

Te American Society for Quality (ASQ) assists in administeringthe award program under contract to NIS. ASQs vision is tomake quality a global priority, an organizational imperative, anda personal ethic and, in the process, to become the communityfor all who seek quality concepts, technology, or tools to improvethemselves and their world.

Board of Overseers

Te Board of Overseers advises the Department of Commerceon the Baldrige Performance Excellence Program. Te board isappointed by the secretary of commerce and consists of distin-guished leaders from all sectors of the U.S. economy.

Te board evaluates all aspects of the program, including theadequacy of the Criteria and processes for determining awardrecipients. An important part of the boards responsibility is toassess how well the program is serving the national interest and, asneeded, recommend changes and improvements to the secretaryof commerce and to the director of NIS.

Board of ExaminersTe Board of Examiners evaluates award applications and preparesfeedback reports. Te Panel of Judges, part of the Board ofExaminers, makes award recommendations to the director ofNIS. Te board consists of leading experts from U.S. businessesand education, health care, and nonprofit organizations. NISselects members through a competitive application process. Tecurrent board consists of more than 575 members. Of these, 12(who are appointed by the secretary of commerce) serve as judges,and approximately 90 serve as senior examiners. All members ofthe board must take part in an Examiner Preparation Course.

Board members also play a significant role in sharing informationabout the program. Teir membership in hundreds of profes-sional, trade, community, and state organizations helps themdisseminate this information.

Award Recipients

Award recipients are required to share information on theirsuccessful performance strategies with other U.S. organizations.However, recipients are not required to share proprietary informa-tion, even if such information was part of their award application.Te principal mechanism for sharing information is Te Quest forExcellence Conference, held annually. wo regional conferencesare also held annually to offer additional forums for sharing the

applicants best practices.

For more than 20 years, award recipients have demonstrated theircommitment to improving U.S. competitiveness and furtheringthe U.S. pursuit of performance excellence by also generouslysharing information with hundreds of thousands of companies,education organizations, health care organizations, governmentagencies, nonprofit organizations, and others. Tis sharing farexceeds expectations and program requirements. Tese effortshave encouraged many other organizations in all sectors of theU.S. economy to undertake their own performance improvementefforts.

The Alliance for Performance ExcellenceTe Alliance for Performance Excellence (http://www.baldrigepe.org/alliance), a nonprofit national network, aims to enhance thesuccess and sustainability of its member Baldrige-based programs.Te Alliances member organizations promote the use of theBaldrige Criteria; disseminate information on the Baldrige Awardprocess and Baldrige concepts; serve as a feeder system for thenational program, providing a significant number of examinersand award applicants; network with the Baldrige PerformanceExcellence Program and each other; and receive and use theBaldrige Criteria for Performance Excellence and other programand training materials from the national program.

THE MALCOLM BALDRIGE NATIONAL QUALITY AWARD


3/88

Baldrige Performance Excellence ProgramNational Institute of Standards and Technology Department of Commerce

Baldrige Performance Excellence Program NIST Administration Building, Room A600 100 Bureau Drive, Stop 1020 Gaithersburg, MD 20899-1020Telephone: (301) 975-2036 Fax: (301) 948-3716 E-Mail: [email protected] Web Site: http://www.nist.gov/baldrige

Need some useful tools to begin the Baldrige challenge? Try using Getting Started with the Baldrige Criteria,

available on our Web site at http://www.nist.gov/baldrige/enter/self_started.cfm easyInsight: Take a First Step toward a Baldrige Self-Assessment,

available at http://www.nist.gov/baldrige/publications/easy_insight.cfmAre We Making Progress?andAre We Making Progress as Leaders?available at http://www.nist.gov/baldrige/publications/progress.cfm

Optional Self-Analysis Worksheet (Word file to download),available at http://www.nist.gov/baldrige/publications/business_nonprofit_criteria.cfm

Besides using these resources from the Baldrige Performance Excellence Program, visit

http://www.baldrigepe.org/alliance to get support from Baldrige-based programs in your state or local area.

o: U.S. Oz

From: H S. Hz, DB P Ex P

Subject: W I B I Y N

B E C P Ex x! B -, - z. B B C .

I B E C N! B - . W E C Y. W Y. W , , Y. A Y .

W z ; , , ; , E C , , . T C P-D-S-A , BS, -. H fi B Oz Pfi 46. A fi B . F , Your Guide to Performance Excellence.

D , ff, O ff Are We Making Progress?Are We Making Progress as Leaders?. Oz B C , z .

E x B A, fi. E x.

T E C . . . . W W , x. I , @..


4/88ii 20112012 Education Criteria for Performance Excellence

The 23rd and 24th AnnualQuest for Excellence Conferences

E , T Q Ex, ffi - M B N Q A, B A x , , , fiz. T 23 Q Ex 2010 , 24

A Q Ex 2011 .

S 1988, x, , -z x.C x ffi (CEO) z B C, x, . A - xz , .

T A 36, 2011, M W P H W, D.C., A 1518, 2012, . F , B P : B P Ex P, NIS,

A B, R A600, 100 BD, S 1020, G, MD 20899-1020; -: (301) 975-2036; x: (301) 948-3716; -:

@.. F BP Ex P, B W: ://../.

The Malcolm BaldrigeNational Quality Award

T P U S W, D.C. T , , 14 . T z,

. A 22- - . T T Q Ex P S .

THE QUESTFOR EXCELLENCE

The Malcolm Baldrige National Quality Award logo and the phrasesThe Quest for Excellence and Performance Excellence are trademarks and

service marks of the National Institute of Standards and Technology.

Crystal by Steuben


5/88Contents i

If you plan to apply for the award in 2011 or 2012, you also will need the Baldrige Award Application

Forms, which can be downloaded at http://www.nist.gov/baldrige/publications/award_application.cfm.

The award application process consists of two steps: the first is to provide a completed

eligibility certification package, and the second is to submit a completed award application package.

See pages 7375 for due dates and other information.

We are easy to reach. Our Web site is http://www.nist.gov/baldrige.

Business/nonprofit and health care organizations should use the appropriate Criteria

booklets for their respective sectors. See pages 7677 for ordering information.

CONTENTSThe 20112012 Education Criteria for Performance Excellence

1 E C P Ex F

3 E C P ExI L

4 E C P Ex

4 P: Oz P 7 1 L

10 2 S P

13 3 C F

16 4 M, A, K M

18 5 W F

21 6 O F

23 7 R

About the Criteria

27 C 20092010 E C

29 E C R G33 C I D

49 C V C

55 K C E C

57 G K

Scoring

68 S S

70 P S G

71 R S G

Application Information

73 A M B N Q A

74 F 2011 2012 A C

75 S E R

76 H O B P Ex P M

78 Ix K


6/88iv 20112012 Education Criteria for Performance Excellence

Baldrige Education Criteria forPerformance Excellence Framework

A Systems Perspective

2StrategicPlanning

1Leadership

3Customer

Focus

5Workforce

Focus

7Results

6Operations

Focus

4Measurement, Analysis, and Knowledge Management

Organizational Profile:Environment, Relationships, and Strategic Situation


7/88Education Criteria for Performance Excellence Framework

T E C PEx , :

1 Leadership

2 Strategic Planning

3 Customer Focus4 Measurement, Analysis, and Knowledge

Management

5 Workforce Focus

6 Operations Focus

7 Results

T fi .

F ,

.

Organizational Profile

Y Oz Pfi ( fi) x z . Y z -, , , , z .

Performance System

T x B fi fi .

L ( 1), S P ( 2), C F ( 3) . T z , , . S z z.

W F ( 5), O F ( 6), R ( 7) . Yz - z .

A R

, - ,- , , , fi, .

T z , -z . F, L ( 1) R( 7). T - ff .

System Foundation

M, A, K M( 4) ff z -, - . M,, .

Criteria Structure

T C fi - .

Items

T 17 , . I 3. T 29.

Areas to Address

I ().Oz fi .

EDUCATION CRITERIAFOR PERFORMANCE EXCELLENCE FRAMEWORK


8/882 20112012 Education Criteria for Performance Excellence

O D 2, 2009, W, D.C., 2008 B A : C CM N A (CCM) Wz, M (-); I-S S (I-SS) S, N C(); P V H S (PVHS) FC, C ( ). C , (1) U.S. V P J B; (2) U.S. S- C G L; (3) S L, I-SS C

Baldrige Performance Excellence ProgramHonors the 2008 Award Recipients

B E D W. C, I-SS S BJ, F M B N QA C J Ax; (4) M H, M B; (5) S L, PVHS D PI P J. N, PVHS P/CEO R F.S, J Ax; (6) S L, CCM PA W, C, I. C C Ex Offi G P, J Ax.


9/88Education Criteria for Performance ExcellenceItem Listing 3

EDUCATION CRITERIAFOR PERFORMANCE EXCELLENCEITEM LISTING

Note: The scoring system used with the Criteria itemsin a Baldrige assessment can be found on pages 6872.

P Preface: Organizational Profile

P.1 Oz D

P.2 Oz S

Categories and Items Point Values

1 Leadership 120

1.1 S L 70

1.2 G S R 50

2 Strategic Planning 85

2.1 S D 40

2.2 S I 45

3 Customer Focus 85

3.1 V C 45

3.2 C E 40

4 Measurement, Analysis, and Knowledge Management 90

4.1 M, A, I Oz P 45

4.2 M I, K, I 45

5 Workforce Focus 85

5.1 W E 40

5.2 W E 456 Operations Focus 85

6.1 W S 45

6.2 W P 40

7 Results 450

7.1 S L P O 120

7.2 C-F O 90

7.3 W-F O 80

7.4 L G O 807.5 B, F, M O 80

TOTAL POINTS 1,000



EDUCATION CRITERIAFOR PERFORMANCE EXCELLENCE

The Importance of Beginning with Your Organizational Profile

Y Oz Pfi

- ;

;

x , , z ( C z, , fl, , Oz Pfi);

-. I fl, , , Oz Pfi , .

P Preface: Organizational Profile

T Organizational Profile z, key fl how , key .

P.1 Organizational Description: What are your key organizational characteristics?

Describe your organizations operating environment and your KEYrelationships with students, SAKEHOLDERS, suppliers,andPARNERS.

W , :

a. Organizational Environment

(1) EDUCAIONALPROGRAMSAND SERVICES W z educational programs and services ( 1 ) W z W educational programs and services

(2) VISION and MISSION W z W

purpose, vision, values, mission W z core competencies mission

(3) WORKFORCE Profile W workforce fi W workforce segmentsW W key mission andvision W z workforce diversity, z , key workforcefi,

(4) Assets W , ,

(5) Regulatory Requirements W z W ; , fi, ; ; , fi, educational program and service

b. Organizational Relationships

(1) Organizational Structure W z governance W governance , senior leaders, z,

(2) CUSOMERS W key segments stakeholder , W key x educational programs and services, stakeholder - , W ff x segments stakeholder

(3) Suppliers and PARNERS W key , partners, collaborators W , partners, collaborators key educational programs

and services stakeholder W key , partners, collaborators W , , z innovations z W key -

Organizational Profile:Environment,Relationships,and Strategic Situation

2StrategicPlanning

1Leadership

3Customer

Focus

5Workforce

Focus

7Results

6Operations

Focus



11/885

Notes:

N1. E (P.1[1]) ( ), , , , z ff . M

.N2. C (P.1[2]) z- x. Y z fi . C . A, .

N3. M z . T z (P.1[3]).

N4. W (z ; P.1[3]) ,, , - , .

N5. S (P.1[2] x, , , fi. W ff . Y , , ; ; ;

z fi .

N6. S , , (P.1[2]) ,z , , , z, , z , , , , , .S .

N7. C (P.1[3]) - ,

, -, W-, . F z, ,, .

F , 33.

Information for Understanding All Criteria ItemsFor definitions of key terms presented throughout the Criteria and scoring guidelines text in SMALLCAPS, see theGlossary of Key erms on pages 5766.

Frequently, several questions are grouped under one number (e.g., P.1a[3]). Tese questions are related and donot require separate responses. Tese multiple questions serve as a guide in understanding the full meaning of theinformation being requested.

Te items in the Baldrige Criteria are divided into three groups: the Preface, which defines your organizationalenvironment; categories 16, which define your organizationsprocesses; and category 7, which contains yourresultsfor your organizations processes. Only responses to the last two groups are scored during a Baldrige Awardevaluation of an organization; the Organizational Profile items are used to provide context for the evaluation.

Item notes serve three purposes: (1) to clarify terms or requirements presented in an item, (2) to give instructionsand examples for responding to the item requirements, and (3) to indicate key linkages to other items. In all cases,the intent is to help you respond to the item requirements.

Education Criteria for Performance Excellence: Organizational Profile



P.2 Organizational Situation: What is your organizations strategic situation?

Describe your organizations competitive environment, your KEYSRAEGICCHALLENGES andADVANAGES, and your systemfor PERFORMANCE improvement.

W , :

a. Competitive Environment

(1) Competitive Position W W z W z

(2) Competitiveness Changes W key ff , innovation ,

(3) Comparative Data W key W key W, , ff

b. Strategic Context

W key educational program and service, , , strategicchallenges advantages

c. PERFORMANCE Improvement System

W key performance , , z learning, innovation processes

Notes:

N1. S (P.2) , , , , , , z; , , , ; . S ff , , , , x, .

N2. P (P.2) z ( 6872). T B x x . A B z P-D-S-A ; - -;

; , , -. I L E S, Sx S , ISO (..,9000 14000), . A z fi .

N3. E z ; , z fi, , . T z, . I z, , .

F , 3334.

Page Limit

F B A , Oz Pfi fi . T . Oz Pfi . T Baldrige Award Application Forms, ://..///_..


13/887

1 Leadership (120 pts.)

TLeadership x how z senior leaders z. A x z gover-nance how z fi , , - key .

1.1 Senior Leadership: How do your senior leaders lead? (70 pts.)Process

Describe HOWSENIORLEADERS actions guide and sustain your organization. Describe HOWSENIORLEADERS communicatewith your WORKFORCE and encourage HIGHPERFORMANCE.

W , :

a. VISION, VALUES,and MISSION(1) VISION and VALUES How senior leaders z vision values How senior leaders

deploy z vision values leadership system, workforce, key partners, stakeholders, How senior leaders fl z values

(2) Promoting Legal and EHICALBEHAVIOR How senior leaders ethical behavior How z

(3) Creating a SUSAINABLE Organization How senior leaders sustainable z How seniorleaders

z performance , mission strategic objectives, innovation, performance , z

workforce x engagement

z workforce learning

z learning, , z

b. Communication and Organizational PERFORMANCE

(1) Communication How senior leaders workforce How seniorleaders

, - z

key

high performance learning

(2) Focus on Action How senior leaders z , performance, vision How senior leaders How seniorleaders value stakeholders zperformance x

Notes:

N1. Oz (1.1[1]) x , 2.1 2.2.

N2. A z (1.1[3]) - z z . B x . I x, z z .

A z .

A z , , - ( 1.2).

N3. A (1.1[2]) , , , z-. I


2StrategicPlanning

1Leadership

3Customer

Focus

5Workforce

Focus

7Results

6Operations

Focus


StraPlan

1Leadership

CustFo

Education Criteria for Performance Excellence: Leadership



1.2 Governance and Societal Responsibilities: How do you govern andfulfill your societal responsibilities? (50 pts.) Process

Describe your organizations GOVERNANCE system andAPPROACH to leadership improvement. Describe HOWyour organiza-tion ensures legal andEHICALBEHAVIOR, fulfills its societal responsibilities, and supports its KEYcommunities.

W , :

a. Organizational GOVERNANCE

(1) GOVERNANCE System How z key governance

fi

governance ,

x

stakeholder ,

(2) PERFORMANCE Evaluation How performance senior leaders, z How performance x How performance governance , How senior leaders governance performance effectiveness leadership system,

b. Legal and ETHICAL BEHAVIOR

(1) Legal Behavior, Regulatory Behavior, and Accreditation How educational programs and services How educationalprograms and services How , effective - processes, W key processes, measures, goals , , - , W key processes, measures, goals

educational programs and services

(2) EHICALBEHAVIOR How z ethical behavior W key processes measures indicators ethical behavior governance, z, , partners, , stakehold-ers How ethical behavior

c. Societal Responsibilities and Support of KEY Communities

(1) Societal Well-Being How - fi How - , ,

(2) Community Support How z key W key How z , core competencies How senior leaders, workforce,

; P-D-S-A, Sx S, L. I z ( 2.2[1]).

N4. Y z 7.17.5.

N5.F z , 1.1(1) ff

.

F , 3435.


15/889

N1. S z- S D ( 2.1) O F( 6). K , ( fi );

, - , ; z , L G O ( 7.4).

N2. (1.2[1]) .

N3. L (1.2[2]) , , x , .

N4. M (1.2[2]) , z -, , (IRB)

Notes:

, .T , - , ff , fl , , , . O

, , .

N5. A 1.2 ff (.., ), , .

N6. T 1.2; 5.1.

N7. E z 1.2(1), , - .

F , 35.

Assessment of Item Responses

I C ; z Oz Pfi; , ,

. R 6872.

Education Criteria for Performance Excellence: Leadership

If you get into Baldrige because of the award, itll be a short journey. But if you get into it for theright reasons, the feedback and continuous improvement, then its well worth the journey.

D. H, 2008 B A I-S S



2 Strategic Planning (85 pts.)

T Strategic Planning x how z strategicobjectives action plans. A x how strategic objectives action plans , how .

2.1 Strategy Development: How do you develop your strategy? (40 pts.)Process

Describe HOWyour organization establishes its strategy to address its SRAEGICCHALLENGES and leverage its SRAEGICADVANAGES. Summarize your organizations KEYSRAEGICOBJECIVES and their relatedGOALS.

W , :

a. Strategy Development PROCESS

(1) Strategic Planning PROCESS How z W key process W key How process How core competencies, strategic challenges, strategic advantages (fi OzPfi) W - - z How z How process z

(2) Strategy Considerations How key

How z process

z , , ,

, educational programs and services, , , stakeholder , , ,

- z sustainability, core competencies, projections performance z performance

x

b. STRATEGIC OBJECTIVES

(1) KEYSRAEGIC OBJECIVES W key strategic objectives

W goals strategic objectives(2) SRAEGIC OBJECIVE Considerations How strategic objectives

strategic challenges strategic advantages

innovation educational programs and services, ,

z core competencies core competencies

- -

key stakeholders

,

2StrategicPlanning

1Leadership

3Customer

Focus

5Workforce

Focus

7Results

6Operations

Focus


Organizational ProfiEnvironment,Relation s,shp and Str

2StrategicPlanning

rship

3Customer

Focus

Wo

OpF



17/881

N1. S z . S z , , ,, ( 4.2 z), . S

,, , .

N2. T .S : ; ; fi ; ; ; , , ; ; ; ; ; ; ff .I .

N3. Y z , , , (2.1[2]) z , , : - ; ,x, ; - ; -; z; ; ff ,

; ; z ;

- ; fi,, , , , , ; , ; , , ;

; z.N4. Y x (2.1[2]) z . I z , , x .

N5. S (2.1[2]) , z- , ,

, fi , , ISO , , W-

, . R 2.1 fi z .

N6. I 2.1 z , . H, ; 3.2 6.1, .

F , 37.

Notes:

Education Criteria for Performance Excellence: Strategic Planning

Te Baldrige Award program is still one of the best in the entire maelstrom of awards.Teres the Nobel Prize, the Oscars, and all that, but the Baldrige Award is right up there!

Its inspiring. Its exciting. It makes us proud.

L B, x, ff J K, M B



2.2 Strategy Implementation: How do you implement your strategy? (45 pts.) Process

Describe HOWyour organization converts its SRAEGICOBJECIVES into ACIONPLANS. Summarize your organizationsACIONPLANS, HOWthey are DEPLOYED, andKEYACIONPLANPERFORMANCEMEASURES or INDICAORS. Project your organiza-tions future PERFORMANCE relative to KEYcomparisons on these PERFORMANCEMEASURES or INDICAORS.

W , :

a. ACTION PLAN Development and DEPLOYMENT

(1) ACION PLAN Development How action plans W key - -action plans strategic objectives W key , , educational programs and services; , stakeholders ; partners;

(2) ACION PLAN Implementation How deploy action plans z workforce key , partners, collaborators, , key strategic objectives How key action plans

(3) Resource Allocation How fi - action plans, How How fi fi z

(4) WORKFORCE Plans W key workforce - -

strategic objectives action plans How workforce workforce capability capacity

(5) PERFORMANCE MEASURES W key performance measures indicators effectiveness action plans How action plan z alignment How key deployment, segments, stakeholders

(6) ACION PLAN Modification How implement fi action plans x

b. PERFORMANCE PROJECTIONS

F key performance measures indicators fi 2.2(5), performance projections - - z H performance measures

indicators performance z H key benchmarks, goals, performance, I performance z, how

Notes:

N1. S C. T x :

1.1 - z

3 , ,

4 , , , , ff ,

5 ,

, -

6 , ,

7.1 fi z

N2. M (2.2) fi , , ; ; ; ; ; - .

F , 3738.


19/8813

3 Customer Focus (85 pts.)

T CUSTOMERFocus x how z stakeholders - . T engagement how z voice of its customers ( stakeholders), customer , customer innovation.

3.1 Voice of the Customer: How do you obtain information fromyour students and stakeholders? (45 pts.) Process

Describe HOWyour organization listens to students andSAKEHOLDERS and gains satisfaction and dissatisfactioninformation.

W , :

a. Student and STAKEHOLDER Listening

(1) Listening to Current Students and SAKEHOLDERS How stakeholders How ff , stakeholder , segments How social media W- stakeholders, How stakeholders

How stakeholders educational programs and services, stakeholder ,

(2) Listening to Potential Students and SAKEHOLDERS How stakeholders, stakeholders, stakeholders - educational programs and services, stakeholder , ,

b. Determination of Student and STAKEHOLDER Satisfaction and ENGAGEMENT

(1) Satisfaction and ENGAGEMEN How stakeholder engagement How ff stakeholder segments, How x stakeholdersx stakeholders engagement

(2) Satisfaction Relative to Competitors How stakeholders How stakeholders levels stakeholders z educational programs or services benchmarks

(3) Dissatisfaction How stakeholder How stakeholders x x

Notes:

N1. T - - .

V--- , , , x-, . T .L , , fi, , ff - .

N2. U W- (3.1[1])

.

U z z , , , z.

N3. Y . T , , - , .


2StrategicPlanning

1Leadership

3Customer

Focus

5Workforce

Focus

7Results

6Operations

Focus


l

ship

3Customer

FocusOpe

F

4Measurement, Analysis, and Knowled

Education Criteria for Performance Excellence: Customer Focus



3.2 Customer Engagement: How do you engage students and stakeholdersto serve their needs and build relationships? (40 pts.) Process

Describe HOWyour organization determines EDUCAIONALPROGRAMSANDSERVICES and communication mechanisms tosupport students andSAKEHOLDERS. Describe HOWyour organization builds student andSAKEHOLDERrelationships.

W , :

a. EDUCATIONAL PROGRAMSAND SERVICES and Student and STAKEHOLDER Support

(1) PROGRAMSAND SERVICES How , stakeholder, educationalprograms and services How educational programs and services x x stakeholder segments (fi Oz Pfi) How innovate educational programs and services stakeholders x x stakeholders,

(2) Student and SAKEHOLDERSupport How stakeholders How educational programs and services educational programs and services stakeholder W key stakeholder , key How ff

stakeholder segments How stakeholders key How processes stakeholder

(3) Student and SAKEHOLDERSegmentation How stakeholder, , educationalprograms and services stakeholder segments How stakeholders stakeholders How , stakeholder , segments educational programs and services

(4) Student and SAKEHOLDERData Use How , stakeholders, , educational programs and services , - stakeholder- , innovation

b. Building Student and STAKEHOLDER Relationships

(1) Relationship Management How , , stakeholders

stakeholders

stakeholders, , x x

engagement

(2) Complaint Management How stakeholder How stakeholder process effectivelyHow stakeholder process stakeholders fi engagement

N4. D (3.1) : , , , fl , .I W, , . D . D

.

N5. D - (3.1[2]) ,

z , z.D .

N6. F , P.1, 1.

F , 38.


21/8815

N1. C . C , ff z,

z .N2. E (3.2) - . T ff x, ff ff z. T , , , x, . K

Notes:

. Y 7.1, ()

7.2.N3. T (3.2[2]) z x.

N4. B (3.2)

.

F , 3839.

Education Criteria for Performance Excellence: Customer Focus

We realized better results almost from day one of our entry into the Baldrige program. Whilewe were sometimes skeptical of the opportunities for improvement, when we did respond,

we again realized higher performance results. . . . For an affordable application fee and sitevisit expenditure, Baldrige provides education applicants with teams of experts who conducta thorough review and provide detailed feedback, expertise that would be too costly for us to

purchase on the open market.

D. F A, 2001 B A P R S D

We applied for the award, not with the idea of winning, but with the goal of receiving theevaluation of the Baldrige examiners. Tat evaluation was comprehensive, professional, andinsightful. It reinforced where we were strong and provided valuable information on areas wherewe could improvemaking it perhaps the most cost-effective, value-added business consultationavailable anywhere in the world today.

B B, 2002 B A M C, G



Measurement, Analysis, and4 Knowledge Management (90 pts.)

TMeasurement, ANALYSIS, and Knowledge Management x how z , , z, , , , knowledge assets how . T x how z fi performance.

4.1 Measurement, Analysis, and Improvement of Organizational Performance:How do you measure, analyze, and then improveorganizational performance? (45 pts.) Process

Describe HOWyour organization measures, analyzes, reviews, and improves its PERFORMANCE through the use of data andinformation at all levels and in all parts of your organization.

W , :

a. PERFORMANCEMeasurement(1) PERFORMANCE MEASURES How , , ,

z performance, strategic objectives actionplans W key z performance measures, key - -

fi measures H measures How z innovation

(2) Comparative Data How effective key innovation

(3) Student and SAKEHOLDERData How effective voice-of-the-customer ( ) innovation

(4) Measurement Agility How performance x z x

b. PERFORMANCE ANALYSIS and Review

How z performance How key z performancemeasures W analyses How z , performance, fi , strategic objectives action plans How z z

c. PERFORMANCE Improvement

(1) Best-Practice Sharing H performance fi z

(2) Future PERFORMANCE H performance fi key performance

(3) Continuous Improvement and INNOVAION H z performance fi innovation How deployed , ff, , - z W

, how deployed / , partners, collaborators z alignment

Notes:

N1. P (4.1) - z , ,, z .

N2. C (4.1[2]) .

B , . C z / z- .


2StrategicPlanning

1Leadership

3Customer

Focus

5Workforce

Focus

7Results

6Operations

Focus




23/8817

4.2 Management of Information, Knowledge, and Information Technology:How do you manage your information, organizational knowledge,and information technology? (45 pts.) Process

Describe HOWyour organization builds and manages its KNOWLEDGEASSES. Describe HOWyour organization ensures thequality and availability of needed data, information, software, and hardware for your WORKFORCE, students andSAKE-HOLDERS, suppliers, PARNERS, ANDCOLLABORAORS.

W , :

a. Data, Information, and Knowledge Management

(1) Properties How z , ,

fi

(2) Data and InformationAvailability How workforce,

stakeholders, , partners, collaborators,

(3) Knowledge Management How z

workforce

, stakeholders, , partners, collaborators

fi, ,

innovation processes

b. Management of Information Resources and Technology

(1) Hardware and Software Properties How , , -

(2) Emergency Availability I , how

effectively , , z

Notes:

N3. Oz (4.1) z C , 2.1 2.2. T x B.

N4. P (4.1) x

; z, , ; , -ff, . P , ,

. A, : , , , , fi , ,, /.

N5. T z z 2.

N6. Y z 7.17.5.

F , 3941.

N1. D (4.2[2]) I W , , z- .

N2. D (4.2[2]) .

F , 41.

Education Criteria for Performance Excellence: Measurement, Analysis, and Knowledge Management



5 Workforce Focus (85 pts.)

T WORKFORCEFocus x workforce capability capacity workforce high performance.T x how z , ,

workforce z alignment z mission, , action plans.

5.1 Workforce Environment: How do you build an effective andsupportive workforce environment? (40 pts.) Process

Describe HOWyour organization manages WORKFORCECAPABILIYandCAPACIYto accomplish the work of the organization.Describe HOWyour organization maintains a safe, secure, and supportive work climate.

W , :

a. WORKFORCE CAPABILITY and CAPACITY

(1) CAPABILIYand CAPACIY How workforce capability capacity , ,, ffi How ff fi

(2) New WORKFORCE Members How , , , workforce How workforce , ,

stakeholder

(3) Work Accomplishment How z workforce

z

z z core competencies

stakeholder

x performance x

strategic challenges action plans

(4) WORKFORCE Change Management How workforce capability capacity How workforce, , , workforce, z workforce , How

workforce b. WORKFORCE Climate

(1) Workplace Environment How , , workforce , , W performance measures goals workforce W fi ff performance measures ff

(2) WORKFORCE Policies and Benefits How workforce , , fi How workforce ff workforce segments

Notes:

N1. W

z. I z , , - , z-. I , , . P 6 . F z , .

N2. W (5.1) z-

, , , .

C ; ; ; z, , .

W (5.1) z ffi ffi , .

2StrategicPlanning

1Leadership

3Customer

Focus

5Workforce

Focus

7Results

6Operations

Focus


ganizational Profile:lationships, and Strategic Situation

r

5Workforce

Focus

Result

OperationsFocus



25/8819

5.2 Workforce Engagement: How do you engage your workforce toachieve organizational and personal success? (45 pts.) Process

Describe HOWyour organization engages, compensates, and rewards your WORKFORCE to achieve HIGHPERFORMANCE.Describe HOWyou assess WORKFORCEENGAGEMEN and use the results to achieve higher PERFORMANCE. Describe HOWmembers of your WORKFORCE, including leaders, are developed to achieve HIGHPERFORMANCE.

W , :

a. WORKFORCE PERFORMANCE

(1) Elements of ENGAGEMEN How key ff workforce engagement How key ff workforce How ff

workforce segments

(2) Organizational Culture How z z ,high-performance work, workforce How z fi , , workforce

(3) PERFORMANCE Management How workforce performance

high-performance work workforce engagement

workforce , , ,

stakeholder z action plans

b. Assessment of WORKFORCE ENGAGEMENT

(1) Assessment of ENGAGEMEN How workforce engagement W measures workforce engagement workforce How measures ff workforce segments How indicators, workforce , , , , productivity, workforceengagement

(2) Correlation with Organizational RESULS How workforce engagement fi key z results 7 workforceengagement z results

c. WORKFORCE and Leader Development

(1) LEARNING and Development System How learning workforce

z core competencies, strategic challenges, action plans, - -

z performance innovation

stakeholder

learning , -fi fi ,, senior leaders

workforce

(2) LEARNING and Development EFFECIVENESS How effectiveness ffi learning

(3) Career Progression How effective workforce How effective

N3. W 2.

N4. 5.1(2) . x 5.2, W E.

N5. P (5.1[4]) , , , - , , .

F , 42.

Education Criteria for Performance Excellence: Workforce Focus



N1. W x , , - , , z.

N2. T - - (5.2[2] 5.2[3]), fi

z, . T fi - 60.

N3. C, , (5.2[3]) , , . I z, . H, - , , , flx.

Notes:

N4. I (5.2[2]) - 7.3 - z 7 .

N5. Y z

, , . I , 5.2 . Y z , , ,, , - x.

F , 4244.

Tis presidential recognition honors Richland Colleges serious commitment to and passion forstudent learning success and our vital mission of teaching, learning, and building a sustainablelocal and world community.

S K. M, 2005 B A R C


27/882

6 Operations Focus (85 pts.)

T OPERATIONSFOCUS x how z , , work systems processes stakeholder value z sustainability. A x .

6.1 Work Systems: How do you design, manage, andimprove your work systems? (45 pts.) Process

Describe HOWyour organization designs, manages, and improves its WORKSYSEMS to deliver student andSAKEHOLDERVALUE, prepare for potential emergencies, and achieve organizational success and SUSAINABILIY.

W , :

a. WORK SYSTEM Design

(1) Design Concepts How work systems How z core competencies How processes work systems z ( key work processes) x

(2) WORKSYSEM Requirements How key work system , stakeholders, , partners, collaborators, W key

work systems

b. WORK SYSTEM Management

(1) WORKSYSEM Implementation W z work systems How work systems stakeholder value z sustainability

(2) Cost Control How work systems How How z , , process performance ,

c. Emergency Readiness

How work system How , , ,

Notes:

N1. W z- . W , , , , . Y x , , .

N2. D (6.1) -, -, -, , . E- 4.2.

F , 4445.


2StrategicPlanning

1Leadership

3Customer

Focus

5Workforce

Focus

7Results

6Operations

Focus


er

us

7esult

6Operations

Focus

4lysis, and Knowledge Management

6Operations

Focus

Education Criteria for Performance Excellence: Operations Focus



6.2 Work Processes: How do you design, manage, and improveyour key work processes? (40 pts.) Process

Describe HOWyour organization designs, manages, and improves its KEYWORKPROCESSES to deliver student andSAKE-HOLDERVALUE and achieve organizational success andSUSAINABILIY.

W , :

a. WORK PROCESS Design

(1) Design Concepts How work processes key How , z , educational program and service x, processes How cycle time, productivity, , ffi effectiveness processes

(2) WORKPROCESS Requirements How key work process W zkey work processes W key work processes

b. WORK PROCESS Management

(1) KEYWORKPROCESS Implementation How key work processes work systems? How -- processes key process W keyperformance measures indicators - measures workprocesses

(2) Supply-Chain Management How ?How

fi performance stakeholder How performance How

(3) PROCESS Improvement How work processes learning, , educational programs and services

Notes:

N1. Y (6.2[2]) , , - , , . Y z . P x. P .

N2. (6.2[3] a , z

L E S, Sx S ,ISO , P-D-S-A -, . T P.2 Oz Pfi.

N3. T 7.1.

F , 4546.

Tis tool, the Baldrige, has allowed us to look forward to a vision of the future and todemonstrate the best practices and that we are engaged in performance excellence.

C W. S, 2001 B A U W-S


29/8823

7 Results (450 pts.)

TRESULTSc x z performance key learning process , customer- ,

workforce- , governance , ,fi, . Performancelevels x z .

7.1 Student Learning and Process Outcomes: What are yourstudent-focused and process effectiveness results? (120 pts.) Results

Summarize your organizations KEYstudentLEARNINGRESULS andPROCESSEFFECIVENESS and effi ciency RESULS. Includeprocesses that directly serve students, strategy, and operations. SEGMEN your RESULS by student groups, byEDUCAIONALPROGRAMSANDSERVICES, by marketSEGMENS, and byPROCESS types and locations, as appropriate. Include appropriatecomparative data.

P :

a. Student-Focused and PROCESS RESULTS

W levels trends key measures indicators learning processperformance stakeholders H results

performance z ffb. Operational PROCESS EFFECTIVENESS RESULTS

(1) Operational EFFECIVENESS W levels trends key measures indicators performance key work systems processes, productivity, cycle time, measures process effectiveness, ffi , innovation

(2) Emergency Preparedness W levels trends key measures indicators effec-tiveness work system

c. Strategy Implementation RESULTS

W results key measures indicators z actionplans, core competencies

Notes:

N1. R 7.1 - z ( 4.1); z (4.2); - ( 7.2) , fi, ( 7.5).

N2. S 7.1 x fi P.1(2), 3.1 3.2. T

ff x, P.1, 6, 3.2, 2.

N3. R 7.1 - Oz Pfi 6.1 6.2.

N4. A ff (7.1) ;

; , , ; fi fi; ; x; x.

N5. M - (7.1) fi 2.1(1) fi 2.2(5) 2.2, .

N6. F z, , , . T fi .

F , 4647.


2StrategicPlanning

1Leadership

3Customer

Focus

5Workforce

Focus

7Results

6Operations

Focus


orceus

7Results

tionsus

Education Criteria for Performance Excellence: Results



7.2 Customer-Focused Outcomes: What are your student- andstakeholder-focused performance results? (90 pts.) Results

Summarize your organizations KEYstudent- andSAKEHOLDER-focusedRESULS for student andSAKEHOLDERsatisfaction,dissatisfaction, andENGAGEMEN. SEGMEN your RESULS byEDUCAIONALPROGRAMANDSERVICE features and by student,SAKEHOLDER, and marketSEGMENS, as appropriate. Include appropriate comparative data.

P :

a. Student- and STAKEHOLDER-Focused RESULTS

(1) Student and SAKEHOLDERSatisfaction W levels trends key measures indicators stakeholder H results stakeholder levels z educational programs

and services

(2) Student and SAKEHOLDERENGAGEMEN W levels trends key measures indicators stakeholder engagement, H results stakeholders ,

Notes:

N1. S , ,

, - , , P.1(2) 3 3.1.

N2. M -

z (7.2[1]) z. I 7.1.

F , 47.

7.3 Workforce-Focused Outcomes: What are your workforce-focusedperformance results? (80 pts.) Results

Summarize your organizations KEYWORKFORCE-focusedRESULS for your WORKFORCE environment and for WORKFORCEENGAGEMEN. SEGMEN your RESULS to address the DIVERSIYof your WORKFORCE and to address your WORKFORCE groups andSEGMENS, as appropriate. Include appropriate comparative data.

P :

a. WORKFORCE RESULTS

(1) WORKFORCE CAPABILIYand CAPACIY W levels trends key measures workforcecapability capacity, ffi

(2) WORKFORCE Climate W levels trends key measures indicators workforce, workforce , , workforce fi,

(3) WORKFORCE ENGAGEMEN W levels trends key measures indicators workforceengagement workforce

(4) WORKFORCE Development W levels trends key measures indicators workforce

Notes:

N1. R 5. Y 6 z 2.2.

N2. R 7.3(3) fi 5.2(1).

N3. E z , .

F , 47.


31/8825

7.4 Leadership and Governance Outcomes: What are yoursenior leadership and governance results? (80 pts.) Results

Summarize your organizations KEYSENIORLEADERSHIPANDGOVERNANCERESULS, including those for fiscal accountability,legal compliance, EHICALBEHAVIOR, societal responsibility, and support ofKEYcommunities. SEGMEN your RESULS byorganizational units, as appropriate. Include appropriate comparative data.

P :

a. Leadership, GOVERNANCE, and Societal Responsibility RESULTS

(1) Leadership W results key measures indicators senior leaders workforce deploy vision values, - ,

(2) GOVERNANCE W key fi trends key measures indicators governance fi , x,

(3) Law, Regulation, and Accreditation W results key measures indicators , ,

(4) Ethics W results key measures indicators ethical behavior stakeholder z senior leaders governance W results key measures indicators ethical behavior

(5) Society W results key measures indicators z fi z key

Notes:

N1. R 7.4(1) fi 1.1.

N2. R 7.4(2) fi , x , .

N3. R, , (7.4[3])

1.2. W- (.., O- S H A [OSHA] ) 7.3(2).

N4. F x - (7.4[4]), 1.2, 4.

N5. R 7.4(5) z 1.2(1) 1.2(1),

1.2(2).M - ;

, , (.., -); .

F , 4748.

Education Criteria for Performance Excellence: Results

It amazes me that U.S. businesses spend so much money on how to books and courseworkto teach leaders how to build successful organizations. My recommendation: implement theBaldrige-based Criteria into your business. No other single document can help build a long-termsuccessful organization.

J R. R, 1999 B A S F F



N1. R 7.5(1) x ; ,x, , ; ;

; ; ; ; x ; ;

7.5 Budgetary, Financial, and Market Outcomes: What are yourbudgetary, financial, and market performance results? (80 pts.) Results

Summarize your organizations KEYbudgetary, financial, and marketPERFORMANCERESULS by marketSEGMENS or studentandSAKEHOLDERgroups, as appropriate. Include appropriate comparative data.

P :

a. Budgetary, Financial, and Market RESULTS

(1) Budgetary and Financial PERFORMANCE W levels trends key measures indicators fi performance, measures , fi , performance,

(2) Market PERFORMANCE W levels trends key measures indicators perfor-mance, , , ,

Notes:

; ; ; . M fi 4.1(1) fi

2.2.

F , 48.

I see the Baldrige process as a powerful set of mechanisms for disciplined people engaged indisciplined thought and taking disciplined action to create great organizations that produceexceptional results.

J C, Good to Great: Why SomeCompanies Make the Leap . . . and Others Dont


33/8827

T E C P Ex fi z , - , , ,

; ; -; - z . T

C , z .

T -- B C . H, B P 20 , C . T fi z , , . W C, B P . O , C

x ; , C . S 2009, B P - C. S - C , , 20112012E C P Ex.

T fi C : (1) x

, (2) .

Cx z . , , , z- x. T B C x z x. H, C . W C x, fi z , fi , . H x

x ffi .O z x. E ( ) z . W , , , C x. A fi , . W

the line of sight from strategic challenges and advantages to corecompetencies, to strategy, and then to work systems and work

processes. T z x . W x,

x. S ,

2011 C .

T z . W z fl . T -z z. W

- - . L

- . T z .

T fi C C z :

T 41 40, C 18 17, 2 P: Oz- Pfi .

T EC. T z ,

fl .

Preface: Organizational Profile

I P.1, Organizational Description, .S- 6.2.

I P.2, Organizational Situation, .

Category 1: Leadership

I 1.1, Senior Leadership, .

CHANGESFROMTHE 20092010 EDUCATION CRITERIA

Changes from the 20092010 Education Criteria



I 1.2, Governance and Societal Responsibilities, x .

Category 2: Strategic Planning

T z .

I 2.1, Strategy Development,

. T .

I 2.2, Strategy Implementation, fi .

Category 3: Customer Focus

T fl .

I 3.1, Voice of the Customer, - , , .

I 3.2, Customer Engagement, , , -, . T , .

Category 4: Measurement, Analysis,

and Knowledge Management

I 4.1, Measurement, Analysis, and Improvementof Organizational Performance, --- z . U - 3. P - fi .

Category 5: Workforce Focus

T fi fi fl .

I 5.1, Workforce Environment, .

I 5.2, Workforce Engagement, - .

Category 6: Operations Focus

T , Operations Focus, .

I 6.1,Work Systems, fi x , .

I 6.2,Work Processes, fi . T - .

Category 7: Results

T 16 x fi.

I 7.1, Student Learning and Process

Outcomes, . T : (1) , ffi z , ; (2) z ; (3) -ff .

I 7.3, Workforce-Focused Outcomes, fl 5.

I 7.4, Leadership and Governance Outcomes, x .

I 7.5, Budgetary, Financial, and MarketOutcomes, z.

Glossary of Key Terms

S G K

fi. T ff fi .

Results Scoring Guidelines

T fi z , , . A, - x 90100% .


35/8829

T ff C ff 17 C . F z B A, 50 .

T :

(1) C ,

(2)

(3)

o respond most effectively to the Criteria items, your organiza-tion also will find it important to refer to the scoring guidelines(pages 7071), which describe how organizations can demonstrateincreasing accomplishment and improvement relative to therequirements of the Criteria items.

General Guidelines

1. Read the entire Criteria booklet.

T C, - B x. Y :

E C P Ex (426)

S S ( 6872)

G K ( 5766)

C I D ( 3348)

2. Review the item format and understand how to

respond to the item requirements.

T ( fi ) ff , , . I .T . E C I D ( 3348).

E fi process results,-

. G 3031.G 3132.

I . S

EDUCATION CRITERIA RESPONSE GUIDELINES

Education Criteria Response Guidelines

Item Format

I

B x

O x fi

A

S z

I :

/

I I x

Mx C

L

7.1 Student Learning and Process Outcomes: What are yourstudent-focused and process effectiveness results? (120 pts.) Results

Summarize your organizations KEYstudent learning results and process effectiveness and efficiencyRESULTS. Includeprocesses that directly serve students, strategy, and operations.SEGMENT your RESULTS by student groups, byEDUCATIONALPROGRAMSANDSERVICES, by marketSEGMENTS, and byPROCESS types and locations, as appropriate. Include appropriatecomparative data.

P q:

a. Student-Focused and PROCESS RESULTS

W levels trends key measures i ndicators learning processperformance students and stakeholders? H results performance z ff?

b. Operational PROCESS EFFECTIVENESS RESULTS

(1) OperationalEFFECTIVENESS W levels trends key measures i ndicators performance key work systems processes, productivity, cycle time, measures process effectiveness, ffi, innovation?

(2) Emergency Preparedness W levels trends key measures indicators effec-tiveness work system ?

c. Strateg y Implementation RESULTS

W results key measures indicators z actionplans, b core competencies?

Notes:

N1. R 7.1 - z ( 4.1); z ( 4.2); b - - ( 7.2) b,fi, ( 7.5).

N2. S 7.1 q x fi P.1b(2), b 3.1 3.2. T ff x, P.1, 6, 3.2, 2.

N3. R 7.1b - q Oz Pfi 6.1 6.2.

N4. A ff (7.1b) ;

; , , ; fi jb jb fi; ; x; x.

N5. M - (7.1) bj fi 2.1b(1) j fi 2.2(5) 2.2b, .

N6. F z, b b , , . T b fi .

F , 4647.



. R ; , . R

, - z. T .

3. Refer to the scoring guidelines.

T C ( 7071).Sfi, ( 16), , , x , . S, (7), , fi , ,

, . T, C .

4. Understand the meaning of key terms.

M C ff fi fi- z. smallcaps G K 57. U - z ff.

5. Start by preparing the Organizational Profile.

T Oz Pfi . T Oz Pfi z C

-, , - z- . T Oz Pfi 46.T Oz Pfi 3334.

Guidelines for Responding

to Process ItemsA C z - , ff diagnostic. F x, z-, .

T z most important z .D . F , key . G z .

1. Understand the meaning of how.

P . Responses should outline your key process informationthat addresses approach, deployment, learning, and integration(see Scoring System, page 68). R -, x, .

2. Understand the meaning of what.

. T fi . A who , who . T what fi, , , , . T x . Fx, , , ,

7 x .

3. Write and review responses with the following

guidelines and comments in mind.

S approaches .

S . I , - , , , , .


37/883

Sdeployment.

D z ff z. D .

S learning.

P

, .P z z- .

Sintegration.

I z , , , , z ff ffi .

S .

T : (1) Oz Pfi z; (2) S P ( 2), , , -, ; (3) z- ( 4.1) z z ; (4) O F ( 6) . Showing focus and consistency in the

process items and tracking corresponding measures in the

results items should improve organizational performance. R .

M . A . I .

4. Cross-reference when appropriate.

A , -. H, ff . I . I , . F x, 5.2. D 5.2 .

5. Use a compact format.

A 50 - . A fl, ,

. T 50- z .

Guidelines for Responding to Results Items

T C . T , , x ff .

1. Focus on the most critical organizational

performance results.

R - z , Oz Pfi L, SP, C F, W F, O- F .

2. Note the meaning of the four key requirements

from the scoring guidelines for effective reporting

of results data:

performance levels

trends , , x

comparisons , z

integration (.., -, , , - )

3. Include trend data covering actual periods fortracking trends.

N fi .H, . fi . () . fi () .F , .

4. Use a compact formatgraphs and tables.

M

. G . R z (.., , , z ). Fx, 100 z ff z.

Education Criteria Response Guidelines



5. Incorporate results into the body of the text.

D B A . rendsthat show a significant beneficial or adverse change should beexplained. U fi . Fx, fi 7.1 fi 7.1-3.(S x fi .)

T z 7.1, S L P O. I O-z Pfi, z .

T ff :

A fi x.

B x .

D - .

R .

A .

A .

T z , , .

T - 201011 201112,

S B. T x x S A .

( 71),

:

T .T

.

T fi .

S A fi 200708. S B -. I S A.

S Cfi

. (Tz fl x .)

T z . S C - ; S C 20112012.

Figure 7.1-3 Gains in Math Achievement

60

65

70

75

80

85

90

200607 200708 200809 200910 201011 201112(proj.)

201213(proj.)

Good

School Year

OneYearMathGains(Scale=ScorePoints)

School A

School B

School C

Overall System

Comparable District

Benchmark from

national study


39/8833

Preface: Organizational Profile

T Oz Pfi z. T fi -, z , x, . Y Oz Pfi z. I B x . I z C 17.

T Oz Pfi z x . T , , , , , , , z .

A , Oz Pfi z x ; z ; , , z .

P.1 Organizational Description: What are your keyorganizational characteristics?

Purpose

T z . I z . T x z C 17.

Comments

T , , ,, z, z . N, z,

x, z . T ff z.

A fi z z .Ex ff. K , .

T z z. U

ff .F, , , x, z.

L z -fi

. I , , / z. B .

S z . S- - --; flx; ffi ; ; , , ;

z .

P.2 Organizational Situation: What is your organizationsstrategic situation?

Purpose

T z , . I , z . T z .

Comments

K z , , z.

W , , , , - z; z; ; .

U ,

, - . L z - , .

S ; ; ,, ; ; ; . C z ,

CATEGORYAND ITEM DESCRIPTIONS

Category and Item Descriptions



,

- .

O z - ff , , , -- .T ; x ; x ; ,

; ; ; - ; . I , z -, , fi .

A fi , z, . I , , - , x

, - .

, z .

Leadership (Category 1)

L z, z ,, x. A , , z , ,

. T -z z fi , , .

1.1 Senior Leadership: How do your senior leaders lead?

Purpose

T x . I x z . I


41/8835

, - z , , .

Comments

S ,, - , z

. S , , z .I, , , z .

I z, - , z , z - . S . T z , , ,

. D - .

1.2 Governance and Societal Responsibilities: How do yougovern and fulfill your societal responsibilities?

Purpose

T x z , . I x z z z fi .

Comments

T z , , , . T , z- .

A - (1) ; (2) , , -; (3) . E . Y z , -. R- z x x .

P z , , ; ; z - .

T .C , z

- , , , .

S . O - , , z z. T z z .

Y z

. Ex z - z , ff z, , ff / , , , . C , - .

Strategic Planning (Category 2)

S P , , , , . T -, - z , z .D z z .

W z

, x fi . T x , - - . T x .

T B E C z z x. T :




S- - x x. T ; ; -, , ; z .

O - - . B

, , flx z fi.

Oz - . TC z . T

z , - z .

T S P x

z , , ,

; ; x

z , - , - - x-, , ,

ff : (1) z

; (2) ; (3) , , /,,

T S P . T fi . T . Aff . T , ,

, . I , . H, -, fi -, .


43/8837

2.1 Strategy Development:How do you develop yourstrategy?

Purpose

T x z , , . T , , .

Comments

T fl, ,, ff z - z . T x -, -, - , , .

T z, , , , . T x - , fi , fi z . E z , fi .

T z z , ff-

. A z .H z . H . A fi z , .

A

. T , .S , , -. D , , x (.., , , -), (.., ff ), , , (.., , , ), z

, , .

2.2 Strategy Implementation: How do you implement yourstrategy?

Purpose

T x z

-. I x z . T .

Comments

T , , .T , , , . O - x, , , . A, . I , .

M fi - , z x . T fi ff z. T z fi - .

A .

Ex

z

-,

z

, - , fi , - z




-

P z

, . P - , , , , . T , z z - . S z , , .

Customer Focus (Category 3)

C F z , - , , ff , z .T x. A , - z

. A ff x .Y - . I , (.., ) z.

3.1 Voice of the Customer:How do you obtain informationfrom your students and stakeholders?

Purpose

T x z . I x . T x x.

Comments

S --- z . I, z .S , , ,

/ z- , .

T z - . I , , , , .

I , , , , ff x

. T . ff, z .

C , , . T - - .

A z. Oz

.

K , , , - z , , - - , , z .

I ,

z . S

. T , , ff z - - .


45/8839

3.2 Customer Engagement:How do youengage students and stakeholdersto serve their needs and buildrelationships?

Purpose

T x z

; ; , , . T x

. T ff , - -, ,

.

Comments

C

z . A - -

- z

.

A . T - ff , , , . T ff .

C , , - ff

,, . S ff z.

Measurement, Analysis, and KnowledgeManagement (Category 4)

T M, A, K M C - ff , z, z

z . I , 4 z

. C . F, , ,

, .

4.1 Measurement, Analysis, and Improvement ofOrganizational Performance: How do you measure,analyze, and then improve organizational performance?

Purpose

T x z , , z - . T




z , ,fi, fi . T , , , z z , x

z x , .

Comments

A . T x ff- x. A z z- .

A

- z- fi .

T z. T (1) z , z , ;(2) fi- () ; (3) -

; (4) z . C z , , .

Y ff (1) , (2) , (3)

() z .

T z . T . I fi

z , , , . T,

z fi z , , -, , , .

A z z, z, , . Ex

:

- , , ,

, , ,

, , ,

x, ,

x, ,

, x

- z

z

, -z fi,

- - ff

, , , , ,

, z, ff

fi fi , ,


47/884

fi , -

fi z-

, ,

- ff

z -

z

, fi fl , , z-,

/fi -

, ,

z ff fi

fl, ,

fi -

, , , x,

fi

, , z

I ff z . T -z z z . T .I , ,

x , . T .

A . P . Oz ff

.

4.2 Management of Information, Knowledge, andInformation Technology: How do you manage

your information, organizational knowledge, andinformation technology?

Purpose

T x z , , , , , , ,, , . I x z

. T z- ffi ff .

Comments

M fi - . T z z , W , z--z -z-- - z - .

D --, --, -- , , . Y z , .

T z ; , , ;

, -, z.

O z , , , -z . L z fi , ,, , , , z .

Oz , ,




- . T z , ,

, , , . T z ( 6.1).

Workforce Focus (Category 5)

W F -

z . T . Y , , , (.., z ).

, C

SP ( 2).

5.1 Workforce Environment: How do you build an effectiveand supportive workforce environment?

Purpose

T x z -, , z, . T ff .

Comments

A z, z, ;, - z . T , ,

.

M z, z, - . S x

, , , , , , , - -, , , flx fi, , fi, x .

5.2 Workforce Engagement: How do you engage yourworkforce to achieve organizational and personalsuccess?

Purpose

T x z ,, ,

ff -

. T , , z .

Comments

H- z flx, -, , fl, z -, , z .T - .

M fi, z- . R z ; z -; , , ff,

. I z,

.

F z. U ,

, , x .

C . ff,


49/8843

. C fi ; x ; , z ,

z . D

z , , -z ,

. T ,, , ; ; x ; fi;

; ; - -fi . E , , , , , .

L - z --, , -, , , , .

z -, z .

A fi , . I

: , , , , ff x x.

A z z - . Ez

. T

(.., - ).

M ff ffi , , z ; - - ; -fi .

A , ffi




. S x ff ; - ; ; ; ; ff , , ; ; ff ; z .

I , , , , .

Operations Focus (Category 6)

O F z . I x z ,, . I z z . I fi -

.

Effi ff ff ; ; , ,, , , ; ; ; ; , , , z .

W z . I , ,

flx, ff .D z , , , z . A , , .

C L . R

Sx S P-D-S-A . I z .

6.1 Work Systems: How do you design, manage, andimprove your work systems?

Purpose

T x z , , , z ,

, , - z .

Comments

T z . I ,

z .

M z , , . O, ff .I z , , , , ff fi .

Eff

z . T


51/8845

fi z . Y ff ff ( 4.2).

6.2 Work Processes: How do you design, manage, andimprove your key work processes?

Purpose

T x , , - , , ffi ff, z .

Comments

Y - - z . T z , , . K , , , -, - , ,, , .F z, , , . G , fi ff .

Y . T fi- .S -fi , ffi ff . S fi , , , , ,

. Y ff

, , . Y . F

,ff , , , - / x

, , , . Eff . T () ffi ,

. Sfi -

.T -fi ,, . T z x . A x - . W , - fi. D , / . P ( ) .S z z. W , ff x .T .K z ,

-- - , .

F z, - - , fi , z. S, , z . S fi : - , fi , z . S-

, .

. B - fi . A . Ex




(1) z , (2) z , (3) - (.., ,z x, fi), (4) , (5), (6) , (7) /

ff z. P zfi ., ff -, () .

Results (Category 7)

T R z -

; - ; ; , , ; , fi, . T , E C , , ; z fl , , , , , fi; z . C 7 - ( ) ,

z . I 4.1 z .

7.1 Student Learning and Process Outcomes: What are yourstudent-focused and process effectiveness results?

Purpose

T x z - ,

. T x z 7.27.5, ff ffi .

Comments

T z . T , . S -

(, , --, .). Ex - .

I z, , ffi x , , , z

. T fi .

T . T - - 3.1 3.2.

E : , , ,fi , - , z , .

T - : (1) fi ; (2) ff ; (3) -ff - - . T , , .

M ff ffi / x ; , , , ; , ; . M z-fi -, Sx S P-D-S-A ; - , , , x, - ; - .


53/8847

T z . U -ff - . A z , z ,

z. B z ffi

, . F, fi fi - - fi .

7.2 Customer-Focused Outcomes: What are your student-and stakeholder-focused performance results?

Purpose

T x z - - , z - - , .

Comments

T z . R -; ; ;

, , ff - ; - - ; ; z ; , , z.

T - - , z . Eff, - - z ff . T - - . , 7.2 , z , , . T z -, .

7.3 Workforce-Focused Outcomes: What are yourworkforce-focused performance results?

Purpose

T x z - ,

z , , , .

Comments

R z-fi . G ,, , , (). F , , -. Oz-fi . T x , , - ; x -; x

- ; x .

R ffi z fi . A - z , .

R , z ,

. I , x

, /ff , z / , fi, , ff . F x, z .

7.4 Leadership and Governance Outcomes: What are yoursenior leadership and governance results?

Purpose

T x z , fi , z fi .

Comments

I fi , , , z




.G z .

K fi , , ; ; ff fi;

, , ; .

R , ,, ; ; , .R z - fi .

I z , , fi , z.

7.5 Budgetary, Financial, and Market Outcomes: Whatare your budgetary, financial, and market performanceresults?

Purpose

T x z , fi-, , fi .

Comments M

z fi .

I 7.5, 1, .


55/8849

Criteria Purposes

T E C z- -, B A, . I , C U.S. :

z ,,

z U.S. z

- z

Education Criteria forPerformance Excellence Goals

T E C -z z

- , z

z ff

z

Core Values and Concepts

T E C - :

- x

z

T , , - z.T

- .

Visionary Leadership

Y z , -

z , x . T, , x . Y , , x, , , z . Tfi -z . S , , , . S z- . T

, , z .

S ,, , , z , z . A , , , x , -, z.

Student-Centered Excellence

P z

. T, z -. S ,, , ; ;, , z . S- x : .

V fl x z. T z

, ,fi, .

S- x , fi , . N, z - x. I , z , ,

CORE VALUESAND CONCEPTS



56/88


57/885

; (3) , , ; (4) , -, , ; (5) ; (6) ff ; (7) - z fi .

T -

. L , . I z , , ff. Oz , , . S . E , -

W- .

P (1) , fi, z; (2)z - ; (3) z ; (4) .

T, ,, ffi , ,, z

x.

Valuing Workforce Members and PartnersA z fi , z- , , , . A, z z ,, , , .

V , , , -.I, flx, -

. M (1) , (2) , (3) ff z, (4) z , (5) , (6) .

Oz x . I - . P

, -, z - . I , ff, flx,

, .Ex , , , z-, z. S x . S ff . A, z . S z.

S x - , . P , , , . I , ff -ff .

Agility

S -, flx. Oz - / , fi z . M , fi , . A- . A .

A , . O fi ; , z, , , - ,, .

Focus on the Future

E z - - - ff z . T




w -

, , w, -, ; ; .

Y z , x; w ; ;

w ; ; ; ; , , ; w ; x ; z. S j fl. A

, w, ; ff ; ; .

Managing for Innovation

I z , , , , w z . I z w . I

. I

w ; w w . Oz - . I w . S z.

I w z . T, z w z .

Management by Fact

Oz . S z , , , . M . P , , , , ; , , ; , w, , ,


59/8853

fi ; . D , x, , ,, , , .

A x , , -, . A

, , ff . A , , , , , z .

A . he measures or indicators

you select should best represent the factors that lead to improvedstudent, operational, financial, and societal performance. A

comprehensive set of measures or indicators tied to student, stake-holder, and organizational performance requirements provides aclear basis for aligning all processes with your organizations goals. M . T , .

Societal Responsibility

A z , ,

- fi. L z , , . T ,, z . A, z -

z .P , , . Eff , , , , fi.

Oz , , , x . Oz .

H z .

S - fi z , , z fl. S , , ;




x; ; ; ; ; . F - z, fl z, , .

M z .

Focus on Results and Creating Value

A z . R ,, , , , , . B , z , , . fl , z x . T

ff . T ff ff - - , , .

Systems Perspective

T B E C z x.

T B C , , . H, z-fi , , . S z

z , , , , . A B C , , , .I , - .

T BC . A . I , , . A

, , , z . I .

T, z, , .

Linkage of the Education Criteria to theBaldrige Business/Nonprofit Criteria

T 20112012 E C CV C - B/Nfi C. T z, z. H, . T , , zx x. A fi - .


61/8855

1. The Criteria focus on results.

T C z .

Organizational performance areas:

(1) (2) -

(3) -

(4)

(5) , fi,

T - ff , , - - .

2. The Criteria are nonprescriptive and adaptable.

T C - .H, C do not :

z

z , , ,

ff z

T ff z,

.

T C :

(1) T , , , z . Oz - , , flx .N () - .

(2) T , , , z

z z, z, z -, .

(3) A , , , -, , , , .

3. The Criteria integrate key education themes.

T E C - fi z-. T :

T E C z.

W E C z, z , , ff z(.., , , , z).

S z-, (..,, , , ).

T x :(1) - -x

Documents

2011 2012 Education Criteria