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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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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

session overview
Session Overview
  • Culture of High Performance
  • Profile
  • Performance Excellence Model
  • Lessons to Share

2

slide4

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

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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

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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

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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

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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

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positioned to meet the challenge thecb closing the gaps by 2015 630 000 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

Positioned to Meet the ChallengeTHECBClosing the Gaps by 2015630,000 more students

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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

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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

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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

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Joy

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Culture

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

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Key Student Segments

  • Recent High School Graduates
  • Dual Credit High School Students, RCHS
  • Older Adults Returning for Training
  • Underserved Hispanic/Latino

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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

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Strategic Advantages

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

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Strategic Planning

Performance Excellence Model

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slide20

VisionMissionThunderValuesStrategy

Performance Excellence Model

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slide21

Four Strategic Planning Priority Goals

College Dashboard Elements

1. Response to Community 2. Student Success 3. Employee Success 4. Institutional Effectiveness

Performance Excellence Model

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Individual

Action Plans (IAP)

Progress

Discussion (PD)

Organizational

Action

Plans

Department

Action

Plans

Quality

Enhancement

Plan (QEP)

Performance Excellence Model

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Student Learning

  • Student Services
  • Employee Services
  • Support Services

PerformanceImprovement, Benchmarking& Innovation

ProcessImplementationImprovementPlan

(PIIP)

Performance Excellence Model

Process Evaluation

Institutional Processes

to Improve

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Shared

Learnings

Performance Excellence Model

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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

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REPORT

CARD

MONTHLY

Performance Excellence Model

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slide29

Graduation, Transfer, and Persistence Rates for Fall 2002 First-Time-in-College Cohort

Source: THECB Annual Data Profile, 2006

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slide30

Baldrige Asks:How Do Your Senior Leaders Lead?

Richland CollegeLeadership System

Teaching, Learning, Community Building

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Leadership for Sustainability

  • Leadership System Design
  • Leadership Sets Directions
  • Leadership Accountability
  • Leadership Succession Planning

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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

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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

slide35

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

slide36

Celebrate the Journey

  • Engage employees
  • Become examiners
  • Improvement takes time and patience
  • It is not about an award
  • It is about Excellence

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slide37

Our Journey Continues

  • Address Opportunities For Improvement (OFIs)
  • Stay focused on increasing results
  • SACS reaccreditation in 2013

37

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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