Measuring What Matters Most

1

• Measuring What Matters Most
• Designing a Dashboard from Bottom, Up (and Back
  Again!)
• Dr. Dale Marsden,
• Director of Quality Development

2
Evolution Timeline

• Then
• Started 2003
• Overly complex
• Too many measures
• TMI
• Not focused on Baldrige Criteria

• Now
• More clear focus on performance statistics
• Key area measures
• Completed first refinement cycle

3
Questions to ask

• What DO we measure?
• How do we use the Criteria?
• How will we collect the data?
• What do we display on the dashboard?
• What do we do with what we display on the
  dashboard?
• What do we do with what we display on the
  dashboard when nobody reads it?

4
4 Type of Measures

• Observational Data
• Asking questions, Hows it going?
• Conducting studies (CAPE Score)
• Reviewing performance stats (dashboard)

5
Suggestions from the Pro!

• Monthly observation (unannounced)
• Global voicesevery 2 years
• Metrics related to Mission (cant manage what you
  cant measure)
• Dont use surveys as only measure (only mad,
  bored people complete)
• External metric should follow SWOT format

6
Suggestions from the Pro!

• Whats going on in the world that could devastate
  our organization?
• Ask a focus group, What aggrevates you?
• Results
• Level (actual vs. Target)
• Trend
• Analysis
• Action Plan
• -Mark Graham Brown

7
Beginning considerations

• Which measures will give us the best indication
  for each of the Six Results Items?
• What are our most critical measurements of
  mission and vision accomplishment?
• Is it Doable? Manageable? Usable?

8
ResultsOur Key Measurement Areas

• 7.1 Student Learning Outcomes
• 7.2 Student- and Stakeholder-Focused Outcomes
• 7.3 Budgetary, Financial, and Market Outcomes
• 7.4 Workforce-Focused Outcomes
• 7.5 Process Effectiveness Outcomes
• 7.6 Leadership Outcomes

9
Leadership 1.0

• How do senior leaders (Superintendent, Cabinet,
  and Board)
• Lead and sustain your organization?
• Deploy your organizations vision and values?
• Create a sustainable organization?
• Improve performance and accomplish your mission
  and strategic objectives?
• Encourage frank, two-way communication throughout
  the organization?
• Encourage high performance?
• Address responsibilities to the public, ensure
  ethical behavior, and practice good citizenship?

Baldrige Education Criteria, 2007