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Creating and Sustaining A Culture of High Performance through Baldrige

Richland College. Creating and Sustaining A Culture of High Performance through Baldrige. Texas Higher Education Coordinating Board June 6, 2007. Dr. Stephen K. Mittelstet President, Richland College. Teaching, Learning, Community Building. 1. Session Overview. Culture of High Performance

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Creating and Sustaining A Culture of High Performance through Baldrige

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  1. Richland College Creating and Sustaining A Culture of High Performance through Baldrige Texas Higher Education Coordinating Board June 6, 2007 Dr. Stephen K. MittelstetPresident, Richland College Teaching, Learning, Community Building 1

  2. Session Overview • Culture of High Performance • Profile • Performance Excellence Model • Lessons to Share 2

  3. How Do You Know if You are a High-Performing Organization? 3

  4. A Baldrige Culture of High Performance - What’s in it for You? • A Proven Method for Performance Improvement • Individual/Consensus Level Review • 40+ Hours Evaluation, 6-8 Trained Examiners • External Feedback Report • Value Proposition = $36,000 consultant equivalent(6 examiners @$150.00/hour x 40 hours each) 4

  5. A Baldrige Culture of High Performance - What’s in it for You? • Site Visit Review • 40+ Hours Additional Evaluation from Examiner Team • More Detailed Feedback Report • Value Proposition = $36,000 consultant equivalent(6 examiners @$150.00/hour x 40 hours each) 5

  6. A Baldrige Culture of High Performance - What’s in it for Texas Higher Ed.? • Systematic Framework to Achieve the Vision • Measurement System Focused on Key Items • Shared Language of Accountability • Organizational Discipline and Agility • Student and Stakeholder Loyalty 6

  7. A Baldrige Culture of High Performance - What’s in it for the Nation’s Higher Ed.? • Accountability to Legislature/Public • South Carolina - Legislative Mandate 50-page Baldrige-Based Accountability Report • Washington-Legislative Mandate 2008 and Every Three Years After Apply to WSQA or Equivalent 7

  8. A Baldrige Culture of High Performance - Positioned to Meet the Challenge • AAC&U College Learning for the New Global Century • -- Essential Learning Outcomes for the 21st Century • Increased Accountability for Funding • Accreditation Reaffirmation • Closing the Gaps for Underserved Populations 8

  9. Four Goals to be Achieved by 2015 Close Gaps in Student Participation Close Gaps in Student Success Close Gaps in Excellence Close Gaps in Research Plan Includes Annual Performance Measuring System Strategies Positioned to Meet the ChallengeTHECBClosing the Gaps by 2015630,000 more students 9

  10. Richland College Profile Spring Semester 2007 14,318 Credit Students 7,012 Non-Credit Students 554 Full-Time Employees 1,169 Part-Time Employees STUDENT DIVERSITY FACULTY/STAFF DIVERSITY 10

  11. Mission Teaching, Learning, Community Building Vision Richland College will be the: … best place to learn … best place to teach … best place to build sustainable local and global community 11

  12. ThunderValues Richland College affirms these values for our learning and working together: Integrity; Mutual trust; Wholeness; Fairness; Considerate, Meaningful Communications; Mindfulness; Cooperation; Diversity; Responsible Risk Taking; and Joy 12

  13. Joy 13

  14. Culture • Leadership Creates the Culture • Thunderduck® Culture • The Whole Self • Mobius Strip • Performance Excellence 14

  15. Key Student Segments • Recent High School Graduates • Dual Credit High School Students, RCHS • Older Adults Returning for Training • Underserved Hispanic/Latino 15

  16. Strategic Challenges • Demographic shifts/limited English proficiency • Decrease in service area technology jobs • Growing under-prepared segment • Students with greater needs • Growing retirement-aged faculty and staff • Meeting demand for on-line courses 16

  17. Strategic Advantages • Agility • Innovation • Leadership Training • International Presence in a Flattening World • Diversified Revenue Portfolio • Performance Excellence Model 17

  18. Performance Excellence Model 18

  19. Strategic Planning Performance Excellence Model 19

  20. VisionMissionThunderValuesStrategy Performance Excellence Model 20

  21. Four Strategic Planning Priority Goals College Dashboard Elements 1. Response to Community 2. Student Success 3. Employee Success 4. Institutional Effectiveness Performance Excellence Model 21

  22. Individual Action Plans (IAP) Progress Discussion (PD) Organizational Action Plans Department Action Plans Quality Enhancement Plan (QEP) Performance Excellence Model 22

  23. Student Learning • Student Services • Employee Services • Support Services PerformanceImprovement, Benchmarking& Innovation ProcessImplementationImprovementPlan (PIIP) Performance Excellence Model Process Evaluation Institutional Processes to Improve 23

  24. Shared Learnings Performance Excellence Model 24

  25. Leadership • Strategic Planning • Student, Stakeholder and Market Focus • Measurement and Knowledge Management • Faculty and Staff Focus • Process Management • Results Focus Performance Excellence Model Performance Excellence Areas to Assess 25

  26. REPORT CARD MONTHLY Performance Excellence Model 26

  27. Student Success Results 27

  28. Number of Students Receiving Certificates and Associate Degrees Source: DCCCD Colleague 28

  29. Graduation, Transfer, and Persistence Rates for Fall 2002 First-Time-in-College Cohort Source: THECB Annual Data Profile, 2006 29

  30. Baldrige Asks:How Do Your Senior Leaders Lead? Richland CollegeLeadership System Teaching, Learning, Community Building 30

  31. Leadership for Sustainability • Leadership System Design • Leadership Sets Directions • Leadership Accountability • Leadership Succession Planning 31

  32. Community Community Community Community Community Students Students Students Students Students CCB Thunder Team STUDENTS AS COMMUNITY WDRC SDC AC CEDC PCAB CTL Leadership System Design - DCCCD Foundation - DCCCD Board DCCCD Chancellor - DCCCD Support Services - Instructional and Support Processes - Councils, Committees, Task Forces, Teams, Focus Groups - External Stakeholder Groups - Employee Associations 32

  33. Baldrige - The Wise Socratic Teacher 33

  34. Getting Started • www.NIST.GOV • www.TEXAS-QUALITY.ORG • State Level Program - TAPE • -Self-Assessment, Progress, Award Levels • E-Baldrige On-line Self Assessment • Write 5-page Organizational Profile • Conduct Full 7 Category Assessment 34

  35. Lessons to Share • Gain leadership commitment • Formalize the informal with Baldrige • Make continuous improvement your way of doing work • Do not call it Baldrige in the beginning 35

  36. Celebrate the Journey • Engage employees • Become examiners • Improvement takes time and patience • It is not about an award • It is about Excellence 36

  37. Our Journey Continues • Address Opportunities For Improvement (OFIs) • Stay focused on increasing results • SACS reaccreditation in 2013 37

  38. Richland College Creating and Sustaining A Culture of High Performance through Baldrige Texas Higher Education Coordinating Board June 6, 2007 Dr. Stephen K. MittelstetPresident, Richland College Teaching, Learning, Community Building 38

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