Improving Outcomes while Decreasing Costs

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Improving Outcomes while Decreasing Costs

• Dr. John Shoemaker, Kansas Award for Excellence
  Foundation
• Dr. Gary George, USD 233 Olathe School District
• January, 2005

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Education Today

• We are being challenged to do more with less
• We will not meet the challenge if we continue to
  do what we have always done
• The Baldrige Program is a proven approach to
  reducing costs and increasing performance

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Baldrige Education Award Recipients

• Pearl River School District, Pearl River, New
  York (2001)
• Chugach School District, Anchorage, Alaska (2001)
• Community Consolidated School District 15,
  Palatine, Illinois (2003)

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Baldrige in Kansas Schools

• USD 233 Olathe School District
• USD 308 Hutchinson School District
• USD 457 Garden City School District

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Malcolm Baldrige National Quality Program

• A Department within the National Institute of
  Standards and Technology
• Established in 1987 to recognize organizations
  that meet the standards established by the
  Baldrige Criteria
• Kansas Award for Excellence Foundation
  established in 1996 to further the goals of the
  Baldrige program
• Education Criteria established in 2001

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The Baldrige Criteria for Performance Excellence

• Standard for Performance Excellence
• Basis for the Award Program

the leading edge of validated management
practices Harry HertzDirector, Malcolm Baldrige
National Quality Program
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Uses of the Baldrige Criteria

• Self-assessment
• External-assessment
• Recognition

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Criteria Overview

• Leadership
• Strategic Planning
• Student, Stakeholder, and Market Focus
• Measurement, Analysis and Knowledge Management
• Faculty and Staff Focus
• Process Management
• Organizational Performance Results

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Evaluation Dimensions

• How have you addressed the Criteria requirement?
  (Approach)
• How have you implemented your approach?
  (Deployment)
• What have you done to improve your approach?
  (Learning)
• How have you aligned your approach with your
  strategic objectives? (Integration)

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Evaluation Dimensions (Cont.)

• What results did you get?
• What kind of a trend do the data show?
• How does this compare with similar schools or
  benchmark schools?
• How are these data linked to your strategic
  objectives?

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Pearl River Strategic Goals

• Improve Academic Performance
• Improve Perception
• Maintain Fiscal Stability

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PRSD Organizational Results
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Sources

• kae.bluestep.net
• www.baldrige.nist.gov
• www.pearlriver.k12.ny.us

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The Olathe School District Baldrige Journey

• Dr. Gary George
• USA Conference
• January, 2005

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Dr. Ron Wimmer, Superintendent

• In Search of Excellence
• Passion for Excellence
• A District of Choice
• Heard Tom Peters Speak
• Became Interested in the Quality Movement
• - Teamwork
• - Customer Service/Customer Focus
• - Focus on Our Mission (Stick to the
  Knitting)
• - Closing the Gap

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Quality Performance Accreditation

• Quality Performance Accreditation (QPA) was
  getting started at approximately the same time.
• Establish a Baseline Profile
• Focus on Results

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• Vision, Mission Guiding Principles
• 1991 Vision Mission
• Guiding Principles
• 1997 Staff
• 1998 Student
• 2000 Parents

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Awards

• Blue Ribbon Awards (15)
• Expansion Management Magazine Award (7)
• What Parents Want Award (10)
• Saturn/UAW Award
• Numerous Student and Staff Awards
• Numerous Publication Awards

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Awards, Continued

• Staff Development Award
• U.S. Department of Education
• Budget Awards (6)
• Meritorious Award from ASBO International
• Kansas Award for Excellence
• Level I 1999 (Commitment to Excellence)
• Level III 2000 (Kansas Award for Excellence)
• Level I - 2001 (Operations Service Center)
• Briarwood Elementary - 2002

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Purpose of Awards for USD 233

• They validated excellence and quality.

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Kansas Award for Excellence

• Level I - 1999
• Level III - 2000
• Feedback Report

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MBNQA Preparation

• Attended Baldrige Regional Conference in Chicago
  in 2001
• Invited Guest Speakers to Olathe
• - Dennis Burrell - OMI
• - Ravi Dodaballapur - Spicer
• Driveshaft/Dana Corporation

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Preparation Continues

• Self Assessment on the Baldrige Web Site
• Bulleted Self Assessment by Selected Staff
• Strategic Plan (eight areas)
• - Leadership - Student Learning
• - Communication - Technology - Quality
  Staff - Community Support
• - Business Finance - Operations

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Quality Council

• Established in 2001-2002
• Meets Monthly
• Review Organizational Performance
• Monitors Progress on the Strategic Plan
• Makes Recommendations
• Initiates Actions

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Baldrige Application Process

• Prepared an application for the Malcolm Baldrige
  National Quality Award in 2002
• Became a Baldrige Examiner in 2002
• Continued as Baldrige Examiner in 2003
• Now a Senior Baldrige Examiner

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Feedback Report Received

• Excellent Consulting
• Strengths and OFI for Each Area
• Key Themes
• Most OFIs Were Not a Surprise

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• Were the Feedback Reports accurate and clear?
• Have the Feedback Reports prompted us to make
  improvements?

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Next Steps

• Evaluate OFIs
• Initiate Improvements
• Build on Strengths
• Comparative Data
• A. Historical Trends
• B. Comparisons Vs. Other School Districts
• C. Comparisons Vs. State National Averages

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Next Steps, Continued

• Integration
• Deployment
• Continue Collecting Data
• Refine the Process
• Apply again

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Deployment Steps

• Added a KAE Examiner
• Added three building administrators and a food
  service Administrator to the Quality Council
• Conducting Training for Administrators
• Have encouraged other areas to apply for KAE

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Deployment Steps, Continued

• Shared Strategic Plans, KAE and Baldrige
  Applications
• Incorporated an awareness of the Baldrige
  Process/Model in Our Leadership Academy

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Deployment - Continued

• A district Strategic Plan was developed,
  deployed, and is going through a cycle of
  improvement with the board of education.
• Agendas and notes from the Quality
• Council are shared with the administrative
  staff.
• A complaint management process has been developed
  and deployed.

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Deployment - Continued

• A virtual suggestion box has been developed and
  deployed.
• Baldrige/Quality Initiative briefs are provided
  each month to the principals for the staff
  newsletter to deploy the message.

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Quality Initiatives

• Ethics Orientation
• Risk Management Assessment
• Complaint Management/Customer Service
• Support Staff Communication and Recognition
• Patron Satisfaction On-line Survey
• Strategic Planning Cards

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Quality Initiative - Continued

• Customer Service Standards
• Coordinator of Support Staff Development
• Strategic Planning
• Leadership Academy

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Deployment Challenges

• Over 3,500 Employees
• 30 Elementary Schools
• 8 Junior High Schools
• 4 Senior High Schools
• Several Support Facilities
• Not All Employees Read/Speak English
• Staff Turnover
• Staff Orientation
• Need for Consistency

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Energy Cost Avoidance
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Energy Program Savings
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Energy Savings
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Customer Service Training
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Risk Assessment Data
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Using Data for Improvement
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Using Data (Contd)
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Using Data (Contd)
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Are We Getting Better?

• Yes

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Are There Still Things We Need
to do?

• Yes

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Is it Worth the Time and Effort?

• Yes

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• We are not yet where we want to be, but we have
  started the journey and we are better than we
  were.

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