A Framework for Management Excellence Introduction to TNCPE & Baldrige Maury County Public Schools Dec. 1, 2014.

A Framework for Management Excellence

Introduction to TNCPE & BaldrigeMaury County Public Schools

Dec. 1, 2014

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www.TNCPE.org

• Mission: to drive organizational excellence in Tennessee

• Through education, training & award program

• Provides “stair step” approach to meet organizations where they are

• 501c(3) corporation

• Powered by a volunteer workforce

• Nationally recognized

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TNCPE Board of Directors Tony Benton, VP/COOMountain States Health Alliance

Dr. Richard Brown, Vice ChancellorUT Chattanooga

Dr. John Dreyzehner, CommissionerTN Dept. of Health

Jim Duensing, EVP & CFOCaterpillar Financial Services

Dr. Linda Garceau, Dean (ret.)East Tennessee State Univ.

Louis Gump, CEOImpact Management

Rebecca Hunter, CommissionerTN Dept. of Human Resources

Patrick Lawton, City AdministratorCity of Germantown

Terri McGuire, SVPFirst Tennessee

Norman McRae, CEOCaris Healthcare

Chuck Shoopman, AVPUT Institute for Public Service

Jennifer Slayton, Ex Dir, Quality ImprovementVanderbilt University Medical Center

George Strodtbeck III, Ex.Dir, Quality & COSCummins Inc.

Gail Thurmond, SVPMethodist Le Bonheur Healthcare

Van Wardlaw, EVPTVA

Alan Watson, CEOMaury Regional Medical Center

Patricia Weiland, CEOTRICOR

Rob Wigington , President & CEOMetropolitan Nashville Airport Authority

Rodney Woods, VPBlueCross BlueShield of Tennessee

Greg York, Director of OperationsMarvin Windows and Doors

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Baldrige Performance Excellence Program

• Established by Congress in 1987

• Purpose: to enhance U.S. business competitiveness in a global economy by:

– Identifying and recognizing role-model businesses

– Establishing criteria for evaluating improvement efforts

– Disseminating and sharing best practices

• Internationally recognized and emulated

• National resource

Mac Baldrige

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Is Your Organization theBest It Can Be?

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How Do You Know?

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What Should You Change to Get Better?

Pewaukee School District

“Opening the Door to Each Child’s Future”

• Graduation rate of more than 97%

• Nearly 92% of graduates go on to college

• Parent satisfaction with educational quality @ 94%

• Staff satisfaction @ 73% for salaries; 81% for benefits; 92% for engagement

• Aa2 Moody’s bond rating

Pewaukee’s Journey to Excellence

• 2006 – introduction to the framework

• 2007 – 2010: applications to theWisconsin Center for Performance Excellence

• 2010 – 2013: applications to the Baldrige Performance Excellence Program

• 2013: recipient of the Baldrige Award

Why do it?

• Before we used the framework, we were hard-working, but now we’re more effective and efficient.

• It allowed us to leverage our strength in planning and get better to reach new heights of achievement.

• It allows us to make sure we are using results to drive improvement.

• By using a systematic approach, we became more innovative.

Pewaukee’s Focus Areas

• Student engagement in learning

• Higher student achievement

• Student citizenship

“Some schools see Baldrige as one more thing on their plate.

It’s not one more thing on your plate; it’s a way to organize your plate.”

Dr. JoAnn Sternke, SuperintendentPewaukee School District

Montgomery Co. Public Schools

• 16th largest school system in the U.S.• 146,000 Students

− Students from 164 countries speaking 184 languages

− 17,000 students with special needs

− 18,000 students participate in ESOL

• 22,000 employees

• 2010 Baldrige Award recipient

• What do the data tell us?

• Where are we missing the mark?

• What do we need to do about it?

Key Questions

© 2011 Montgomery County Public Schools

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20,000

40,000

60,000

80,000

100,000

120,000

140,000

160,000

1970 1975 1980 1985 1990 1995 2000 2005

White 37.2%

African American 23.4%

Asian American 15.7%

Hispanic 23.3%

Our demographics are shifting

2010

What Do the Data Tell Us?

© 2011 Montgomery County Public Schools

Outcomes are predictable

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25

50

75

100

What Do the Data Tell Us?

© 2011 Montgomery County Public Schools

Alignment

Aim of the Organization

Goals and Measures

Random Acts of Improvement

Adapted from The Management Compass

by Michelle Bechtell

Baldrige Basics

© 2011 Montgomery County Public Schools

Baldrige Basics

Aim of the Organization

Goals and Measures

Aligned Acts of Improvement

Adapted from The Management Compass

by Michelle Bechtell

Alignment

© 2011 Montgomery County Public Schools

Tenets

• Vision: We inspire learning by providing the greatest public education to each and every student.

• Mission: Every student will have the academic, creative problem solving, and social emotional skills to be successful in college and career.

• Core Purpose: Prepare all students to thrive in their future.• Value of Equity: WE BELIEVE that each and every student

matters; outcomes should not be predictable by race, ethnicity, or socioeconomic status; equity demands the elimination of all gaps; and creating and maximizing future opportunities for students and staff is necessary.

© 2011 Montgomery County Public Schools

Baldrige Basics

Baldrige is

a Systematic Process

for Making Systemic Change

© 2011 Montgomery County Public Schools

Repeat the cycle

PLAN• Validate the need for improvement• Clarify organizational purpose, goals,

and measures

DO

• Adopt and deploy an organization-wide approach to improvement. In MCPS that approach is Baldrige.

• Translate the approach to ‘aligned action’ at every level of the organization

STUDY • Analyze results

ACT • Make improvements

Continuous Improvement

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Alignment

Our Call To Action: Pursuit of Excellence

No Child Left Behind and Bridge to

Excellence

Five-Year Comprehensive

Master Plan

MCPS Vision, Mission, Core Values, Goals and Board of Education’s

Academic Priorities

Office Strategic Plans

Department Plans

Division Plans

Individual Plans

School Strategic Plans

Classroom Plans

PDP’s

Individual Student Plans

Strategic Goals

• Ensure Success for Every Student• Provide an Effective Instructional Program• Strengthen Productive Partnerships for

Education• Create a Positive Work Environment in a Self-

renewing Organization• Provide High-Quality Business Services that

are Essential to the Educational Success of Students

Strategic Goals

Every Office, Department, Division, and all 200 Schools have a Baldrige Guided Continuous Improvement Plan that is Aligned with Our Call to Action: Pursuit of Excellence

Note: Only 39 percent of Kindergarteners could read at Text Level 3 in 2001.

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TNCPE Award Program

Self assessment

Submit application

Examiner review &

site visitJudges Meeting

Receive Feedback

Report

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Stair Steps to Excellence

       Level 4

Excellence

     Level 3

Achievement 

   Level 2

Commitment   

 Level 1Interest

Org Profile Yes Yes Yes Yes

Application Focus

Org ProfileBasic item

requirementsOverall item

requirementsMultiple item requirement

Max Length 5 pages 5 + 15 pages 5 + 35 pages 5 + 50 pages

Site Visit ½ day 1 day 2 days 3 days

Feedback Focus

7 CategoriesOverall

requirementsMultiple

requirementsMultiple

requirements

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Next Steps for Maury County

• Network with Kingsport City Schools• Schedule a Baldrige for Beginners

Workshop• Select candidates for the TNCPE Examiner

Program• Participate in the 2015 Excellence in

Tennessee Conference• Identify community coaches & Baldrige

experts• Explore website resources:

www.baldrigepe.org/ and www.TNCPE.org

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2015 Excellence in TN Conference

Keys to Success w/ TNCPE & Baldrige (from Robert Otwell)

1. Senior leadership support

2. Key support staff leadership

3. Well written application

4. World class results

5. Lead the organization using Baldrige principles

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Senior Leadership Support

Most senior leaders will say they are committed but since the journey is over many years, other priorities can take hold. I was guilty of diminished support at times. Renee had to get my attention.

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Key Support Staff Leadership

With all seriousness, every organization that has TNCPE/Baldrige success, must have a “Renee” or at least someone close to having her abilities.

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Well Written Application

That seems obvious, but even the best organization may need some outside support to write a application that accurately answers the Criteria and tells the organization's story.

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World Class Results

If an organization is stuck on the TNCPE/ Baldrige journey, this is the area that I think may need the most attention. I think we did a good job of taking the feedback results every year and doing an honest assessment to determine what results needed to improve. Then the task was to develop actions plans, assign responsibility and monitor results to achieve ideally top 10 percent comparative results.

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Use the Baldrige Principles

Lead the organization using Baldrige principles. We realized that we needed to merge the Baldrige committees and activities into the everyday organizational leadership. I think this was a major breakthrough for us.

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Katie Rawls, President & CEO Tennessee Center for Performance

Excellence2525 Perimeter Place Drive, Suite 122

Nashville, Tennessee 37214

Phone: 615-889-8323or 800-453-6474

Email: [email protected]

www.TNCPE.org

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