Richland College

1. Richland College Responsible Risk-Taking: A Baldrige-Inspired Approach Dr. Kathryn K. Eggleston Executive Vice President/Chief Operating Officer Fonda Vera Dean, Planning & Research for Institutional Effectiveness 1

2. Overview • Richland College Profile • Institutionalizing Responsible Risk-Taking • Alignment to Core Competencies • The Imperative • Risk • Baldrige Focus, Framework & Discipline • Results 2

3. Richland College • Largest Public Community College in Dallas County • Serves 16,800+ Students • Highly Diverse Students from 132 countries, 79 Languages Spoken • 1,500+ Faculty and Staff 3

4. Richland College • Vision • Richland College will be the best place we can be to learn, teach, and build sustainable local and world community • Mission • Teaching, Learning, Community Building • Values • Integrity, Mutual Trust, Wholeness, Fairness, Considerate, Meaningful Communications, Mindfulness, Cooperation, Diversity, Responsible Risk-Taking and Joy 4

5. Institutionalizing Responsible Risk-Taking 5

6. Changing Ahead of the Curve “Many institutions wait too long to attempt transformations, doing so only when the signs of trouble have become obvious… High performers by contrast, change before they must, knowing that the best way to transform is from a position of strength.” Source:Breene, Tim, Shill, Walter E., & Nunes, Paul F. (2007). Transformation: Changing Ahead of the Curve. Retrieved June 29, 2007 from http://www.accenture.com/Global/Research_and_Insights/ Outlook/By_Issue/Y2007/ChangingAheadCurve.htm 6

7. Richland’s Core Competencies • Student Success in University Transfer • Development & Engagement of Facultyand Staff • Leader-full Agility and Innovation • Sustainable Community Building • Social equity and justice • Economic sufficiency • Environmental viability 7

8. Responsible Risk:Performance Transparency • Core Competency Alignment: • Student Success in University Transfer 8

9. Responsible Risk:Performance Transparency • The Imperative: • Strategic Institutional Focus • Alignment for Higher Performance • Closing the Gaps for Underserved Populations • Outcomes Accountability for Funding 9

10. Responsible Risk:Performance Transparency • Risk: • Committing to a Systematic Performance Measurement Model • Setting Targets that May Not be Met • Pushback from Faculty and Staff • Fear of Exposure of Current Performance 10

11. Responsible Risk:Performance Transparency • Baldrige Discipline: • Focused Mission, Vision, Values • Strategic Planning Alignment • Cycles of Improvement--ADLI • Leadership Philosophy--Improving, not Proving • Integrated into Culture and Work of College 11

12. Responsible Risk:Performance Transparency • Results: • 10% increase in In-class Retention over 10 years • Exceeds Performance of 3 Closest Competitors: • 72% ABC grades • 54% University Transfer - 3 year cohort • Highest Among Closest Competitors: • 35% County Core Completer Market Share • 28% County Core Completer Market Share for the Closing the Gaps student cohort 12

13. Responsible Risk:Comprehensive Workforce Professional Development • Core Competency Alignment: • Development and Engagement of Faculty and Staff 13

14. Responsible Risk:Comprehensive Workforce Professional Development • The Imperative: • Hiring Non-Negotiables • A Culture of Engagement • Expectations for Participation • Ability to Build Capability and Capacity • Agility and Innovation • Succession Planning 14

15. Responsible Risk:Comprehensive Workforce Professional Development • Risk: • Pushback from Faculty and Staff • Minimal Compliance • Employee Satisfaction Declines 15

16. Responsible Risk:Comprehensive Workforce Professional Development • Baldrige Discipline: • Culture of Engagement • Capability and Capacity • Employee Satisfaction • Growth Opportunities • Succession Planning 16

17. Responsible Risk:Comprehensive Workforce Professional Development • Results: • Faculty: • >92% Trained in Cooperative Learning • 100% of DL Faculty Completed ThunderBbolt Training • All Staff: • >94% Exceed Annual Professional Development Expectation • >82% Satisfied with Employment 17

18. Responsible Risk:Increased Distance Learning • Core Competency Alignment: • Leader-Full Agility and Innovation • Development and Engagement of Faculty and Staff 18

19. Responsible Risk:Increased Distance Learning • The Imperative: • New Markets for Saturated Service Area • Success in a Highly Competitive Market • Readiness for First-to-Market Advantage • Faculty Capability & Capacity • Student Performance Success Mirrors Traditional Classroom Delivery 19

20. Responsible Risk:Increased Distance Learning • Risk: • Decreased Quality of Instruction • Pushback from Faculty and Staff • Faculty Capability to Deliver • Impact on Face-to-Face Course Enrollment 20

21. Responsible Risk:Increased Distance Learning • Baldrige Discipline: • Strategic Planning/Environmental Scanning • Right-Fit Hiring • Culture of Engagement & Development • “Yes, We Can” Agility & Innovation 21

22. Responsible Risk:Increased Distance Learning • Results over five years: • DL Courses up 400% • DL County Market Share up from 11% to 24% • 15% Increase for DL In-Class Retention • 20% Increase for DL ABC Grades 22

23. Responsible Risk:Richland Collegiate High School • Core Competency Alignment: • Student Success in University Transfer • Leader-full Agility and Innovation 23

24. Responsible Risk:Richland Collegiate High School • The Imperative: • Closing the Gaps—STEM & Underserved • Improve HS Graduation Rates • K-16 Alignment • New Markets to Penetrate 24

25. Responsible Risk:Richland Collegiate High School • Risk: • Charter Schools Controversy • Pushback from Faculty—HS Students? • Pushback from Staff—Background Checks? • Pushback from Local ISDs—Brain Drain? • Would Students Come? • Would Students be Successful? 25

26. Responsible Risk:Richland Collegiate High School • Baldrige Discipline: • Systems Perspective • Creating the Sustainable Organization • “Yes, We Can” Agility & Innovation • Replication expansion to Visual, Performing and Digital Arts High School 26

27. Responsible Risk:Richland Collegiate High School • Results: • Exemplary Status Achieved First 2 Years • $3M in Scholarships for 2008 Graduates • Dual Credit Contact Hours up 500% over 5 yrs • Exceeds 3 Closest Competitors in Dual Credit Enrollments • Applied for Expansion to 600 Students • Applied for New VPDA Charter 27

28. Responsible Risk:Building Sustainable Community • Core Competency Alignment: • Student Success in University Transfer • Leader-Full Agility and Innovation • Development and Engagement of Faculty and Staff • Sustainable Community Building 28

29. Responsible Risk:Building Sustainable Community • The Imperative: • Sustainability Triple Bottom Line • Essential Learning Outcomes for 21st Century • CORE 2009, the New DCCCD Core Transfer Curriculum 29

30. Responsible Risk:Building Sustainable Community • Risk: • Board/Faculty/Staff Buy-in to Whole-People/Whole-Organization/Whole-Community Approach • Political Backlash • Flavor of the Month - not Linking Curricular, Co-curricular, Operating Efficiency and Green 30

31. Responsible Risk:Building Sustainable Community • Baldrige Discipline: • Visionary Leadership • Deployment of MVV • Creating the Sustainable Organization • The Triple Bottom Line • Integrating into the Culture and Work of the Organization 31

32. Responsible Risk:Building Sustainable Community • Results: • Green Building Protocol • Signed ACUPCC in 2007 • AASHE Stars Integrated into Strategic Plan • Curriculum—Capstone Pilot • Center for Renewal and Wholeness in Higher Education 32

33. Responsible Risk: The Imperative “Pathwalker, there is no path. You must make the path as you walk.” Antonio Machado, Spanish Poet 33

34. Making the Path: The Senegal Experience Click Here For Video 34

35. Richland College Responsible Risk-Taking: A Baldrige-Inspired Approach Dr. Kathryn K. Eggleston Executive Vice President/Chief Operating Officer Fonda Vera Dean, Planning & Research for Institutional Effectiveness 35