Creating and Sustaining a Culture of High Performance through Baldrige, Stephen Mittelstet

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 - Whats
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 _at_150.00/hour x 40
  hours each)

4
5
A Baldrige Culture of High Performance - Whats
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 _at_150.00/hour x 40
  hours each)

5
6
A Baldrige Culture of High Performance - Whats
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 - Whats
in it for the Nations 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

• AACU 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
Positioned to Meet the Challenge THECB Closing
the Gaps by 2015630,000 more students

• 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

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
Performance Excellence Model
19
20
Performance Excellence Model
20
21
Performance Excellence Model
21
22
Performance Excellence Model
22
23
Performance Excellence Model
Process Evaluation
Institutional Processes to Improve
23
24
Performance Excellence Model
24
25
Performance Excellence Model
Performance Excellence Areas to Assess
25
26
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 AsksHow 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
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