Title: Guidelines for using Baldrige Tool with your MFI or organization
1Guidelines for using Baldrige Tool with your MFI
or organization
- Carter Garber
- Milton Arguello
- Gerald Hildebrand
- Thursday, October 18th, 2001, SEEP Network,
Washington, D.C.
2Write up an Evaluation Plan
- Decide whether you are going to use external
consultant(s) - After defining what it is you want to accomplish,
- Write up an action plan with
- resources, timeline and deliverables
- Be clear on roles of participants
3Participation of organization being assessed in
the Baldrige process
- Key to the Baldrige is self-assessment
- Can be supplemented by outsiders evaluative
comments recommendations - Start with buy-in and participation and buy-in of
CEO and his/her key staff - Buy-in exercise of other internal evaluators
4Determine participants
- Define your clients PVO or MFI may have several
types - Define your providers (Are your funders a
provider or another type of client?) - Stakeholders
- Consultants to process Will you use external
consultants or only internal ones?
5Determine Critical Processes
- Business processes (lending TA T BDS)
- Support processes (outside capital accounting)
6Study Baldrige Criteria for Performance
Excellence with internal evaluators
- Internal Evaluators have to learn how to use the
tool - 7 Categories
- 18 items
- 29 areas to address
- Make sure that it covers all aspects of your
organization. Adapt to yours by adding items or
areas. - Adjust language.
- Add in your usual indicators or measures.
7Adapting Baldrige to Microfinance
- Areas that need more emphasis
- Board leadership
- Relations with lenders to MFIs
- Network relations and other Linkages
- Donor and stakeholder relations
- Finances and Financial Operational
sustainability are in category of Processes. - In the write up there may be redundancies as some
process areas also appear in the product section
(ex R D) is both process and product
8Work in small groups
- Break into different groups
- In Katalysis MG3 evaluation, we had seven field
program staff working in three different groups
to study blocks of categories. - If have more people time, could break into 7
groups - Plenary to share results and add to
9Determine Strengths and Areas for Improvement
- Describing the process is the first step.
Comparing how done by competitors and allies. - Identify strengths.
- Point out where can improve.
- Seek different points of view.
- Katalysis evaluation used Findings and
Recommendations couplets
10Each item is a mix of qualitative descriptions of
the process and quantitative measures
- Measurements are key.
- If you cannot measure it, you cannot control it.
- If you cannot control it, you cannot manage it.
- If you cannot manage it, you cannot improve it
- Business Process Improvement,
- H. James Harrington.
11Using the results Focus on vital few
- Maintain competitiveness in those areas where
organization is strong - Devise action plans for improvement in those 2- 4
areas that need it.
12Supplementing Baldridge Tool
- Complement with SWOT Need vision of future to
identify opportunities and threats to, and
weakness of, current processes. - Katalysis discovered some of the things that
worked well in past, but would not be adequate
for future. - Complement with other types of interviews and
tools.