Knowledge Management:  Using the Baldrige Model to

Promote Evidence-Based Decision Making and Guide

Institutional ReformDr. Fiona BaxterBaxterf@ecu.edu

252-328-9492

Mr. James BlalockBlalockj@ecu.edu

252-238-9485

Welcome

Did you know???http://www.youtube.com/watch?v=YmwwrGV_aiE

Agenda for Today

East Carolina University – An overview Institutional Challenges and Opportunities Our Title III Alignment The Baldrige Framework for Performance

Excellence The Knowledge Management Initiative at ECU Discussion

About East Carolina University

Established in 1907 174 students (1909) to 27,386 students

(2011)- 21,663 undergraduates and 5,812

graduate students (2011)- 13 Colleges/Schools- 3rd largest, University of North

Carolina

Challenges and Opportunities

Primarily serving the residents of the eastern NC, one of the most impoverished rural regions in the state and the nation.

Number of academically underprepared entering students is too high.

Retention and four year graduation rate is too low.

Ability to collect, access, and apply data to efficiently respond to student success is too low.

Title III at ECU: Purpose

To expand ECU’s capacity to serve our students by improving and strengthening academic quality, institutional management, and fiscal stability (institutional effectiveness).

According to a 2008 Carnegie Foundation report, "sustainability should not be defined as whether the program visibly continues, but that the program principles intentionally and invisibly become part of the campus culture."

Title III at ECU: Areas of Focus

Address student retention, completion, and graduation by putting assessment at the forefront of our work. Enhancing Data and

Knowledge Management Integrating and Aligning

Systems and Processes Learning inside and outside

of the classroom

Title III at ECU: Our Journey

“Efforts and courage are not enough without purpose and direction.” John F. Kennedy

“As people are walking all the time, in the same spot, a path appears.” John Locke

“Talent wins games, but teamwork and intelligence wins championships.” Michael Jordan

Title III Drivers of Institutional Effectiveness at ECU

• Title III: Strengthening Institutions Grant

• Baldrige Application & Feedback Report

• University Dashboard

• SACS – COC: Fall 2012

• UNC Performance-Based Funding Measures

• UNC: Our Time, Our Future

• ECU Strategic Plan (2013-beyond)

The Baldrige Framework for Performance Excellence

4Data, Information, and Knowledge Management

1Leadership

East Carolina University’sEnvironment, Relationships, and Challenges

2StrategicPlanning

3Student,

and Stakeholder Focus

5Employee

Focus

6System & Process

Management

7Results

We are all in this together

Most U.S. universities are organized around functional objectives and follow an organized structure.

Here is where we are headed

However, systems and processes tend to flow horizontally.

Processes

Targeted Outputs

Inpu

ts

Enterprise Model of Institutional Effectiveness

Knowledge Management Initiative at ECU

Greater access to reliable, meaningful data and information.

“This is the most important work of the University.” – Dr. Rick Niswander – Vice Chancellor of Administration and Finance, March 1,

2013. To inform – administrators and faculty of progress towards their goals

To improve – feedback that determines where there are opportunities for improvement.

To support – campus decision-making activities. To prove – what has been accomplished by students, faculty, and

staff and to help demonstrate those results.

Knowledge Management Initiative at ECUWhy Now?

“Through this work, East Carolina will find and use knowledge to create value and demonstrate results that support our strategic plan. This work will position our university as a model for the UNC system in the use and management of accurate data in critical university decisions. We should move forward thoughtfully, but with urgency.”

Chancellor Steve BallardMarch 1, 2013

Knowledge Management Initiative at ECUWhat is Knowledge Management?

Knowledge Management is providing the right knowledge to the right people at the right time so they can make the best decisions.”1

1 Gordon Petrash -Former Global Director, Dow Chemicals

Knowledge Management Initiative at ECUDefinitions

So what does data, information, and knowledge have to do with knowledge management?

Definition ExampleData are raw facts and numbers. Summer 1 2012 / 17840 DE SCH

Information is data put into context. 556 SCH more than last summer 3.22 % more than last summer

Knowledge is information combined with experience.

• Need 18500 SCH to meet funding goal• Summer 2010 / 20455 SCH• % of spring total that attend SS l (35%)• Trend data for all measures• Decision result-funding for more courses and tuition

budget adjustments

Why do we need a robust model of Knowledge Management?

We need to move beyond the current way we collect information.

And have the knowledge to provide for long-term institutional success!

Knowledge Management Initiative at ECUECU data map

Title III outcomes Performance Funding

Measures Accreditation Strategic Planning

Goals Internal Reporting

Needs

Knowledge Management Initiative at ECUWorking Group Structure

Knowledge Management

Steering Committee

Data Governance

Data Stewardship

Data Management

Comm

unicationCo

mm

unica

tion

Communication

Knowledge Management Initiative at ECUIntegration and Alignment

Baldrige National Quality Program

Questions?