1 1 Richland College The Role of Leadership and Culture in Richland College’s Baldrige Journey Michigan Community College Assn October 7, 2011 Stephen K. Mittelstet, Ph.D. President Emeritus
Jan 19, 2016
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Richland College
The Role of Leadership and Culture in Richland College’s
Baldrige JourneyMichigan Community College Assn
October 7, 2011
Stephen K. Mittelstet, Ph.D.President Emeritus
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Overview
Richland and DCCCD Profiles
Role of Leadership and Culture
Richland’s Baldrige Journey
Lessons Learned
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Richland College
Largest of Seven DCCCD Separately Accredited Colleges
Serves 20,000 Students Highly Diverse Students
132 Countries, 79 Languages 1,500+ Faculty and Staff Operating Budget $56 Million 2005 MBNQA Recipient
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Dallas County Community College District
Parent Organization
Largest Texas Public Undergraduate Institution
Seven Member Elected Board of Trustees
Serves 73,000+ Students
8,450+ Faculty and Staff
Operating Budget $481 Million
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Richland CollegeVision
Richland College will be the best place we can be to
learn, teach, and build sustainable local and worldcommunity
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Mission
Teaching, Learning, Community Building
ThunderValues
Integrity, Mutual Trust, Wholeness, Fairness, Considerate, Meaningful Communications, Mindfulness, Cooperation, Diversity, ResponsibleRisk-Taking, and Joy
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Richland CollegePhilosophy
We believe . . . whole people authentically engaged in mind-spirit-body best learn, teach, serve, and lead
In individually connecting soul to role values-based culture each contributes to nurturing the whole organization creating whole communities whole, healthy planet
We commit . . . to achieving exceptional performance results
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Role of Senior Leadership Inspire a Shared Vision “Know the Goal”
Focus and Align to Mission, Vision, Values “Connect the Dots – What, Why, How, When”
Focus Resources on Key Priorities “The Strategic Few”
Invite all on the Journey “Becoming an Exceptional Organization”
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Creating and Nurturingthe Thunderduck Culture
Whole Person Whole Organization Values Based Behavior Performance Improvement Focus Celebrate Diversity Encourage Innovation Engage Faculty and Staff
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Senior Leaders’Commitments at Richland
Consistently Model the ThunderValues
Be Visible, Accountable, and Transparent
Seek Input and Communicate
Balance Support and Challenge
Hire to the Culture
Be Advocates for Student Success
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Leadership In Action
ADLI Learning Cycles
Monthly Report Card Reviews-Thunion
Data-Informed Decisions
Turning to Wonder
Improving not Proving
Focus on Exceptional Student Learning, Not an Award
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Building a Whole PersonWhole Organization
Environment for High Performance
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• Thunderduck Culture
• Selection & Hiring
• Employee Engagement
• Awards & Recognition
• Professional Development
• Skills & Staffing Priorities
• Health, Safety & Security
• Align to Mission, Vision & Values
• Employee Satisfaction
• Passionate, Committed Employees
• Higher Performance
• Employee Retention & Advancement
• Safe Environment & Employee Well-being
• Hiring Results
• Survey Results
• Turnover
• Professional Development Hours
• Performance Evaluations
• Wellness Participation
• Safety Statistics
• Whole Person
• Whole Organization
• Diverse Workforce
• Retain Best Talent
• Student Success
• Market Share
• Loyalty
Key Factors ObjectivesPerformance
MeasuresDesired Results
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1993CQITQM
2001 MB Application
Stage 1
1997TAPE Level II Assessment
2003, 2004TAPE Application
Site Visit
2006-presentSustain Baldrige
Discipline
Reapply
MBNQA
2002, 2003, 2004MB Application
Consensus Level
2005TAPE Site Visit
2005MB Site Visit
Richland’s Baldrige Journey
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Continuing the Journey
Refining our Performance Excellence Model
Core Competencies
Emerging Core Competencies
Strategic Challenges and Advantages
SASCOC Reaffirmation 2013
Reapply MBNQA
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Lessons Learned
Leadership and Culture Matter
Being on the Journey for the Right Reasons
Sustaining Baldrige Discipline Remains Hard Work
Use of Feedback to Get Better Continues
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