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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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