Richland College Creating and Sustaining A Culture of High Performance through Baldrige Washington State Quality Award Symposium May 9, 2007 Dr. Kathryn K. Eggleston Vice President for Institutional Effectiveness and Economic Development 1 Teaching, Learning, Community Building
Session Overview Who We Are Performance Excellence Model Richland Leadership System Lessons to Share 2
Richland College Profile Spring Semester 2007 (in progress) 14,318 Credit Students 7,012 Non-Credit Students 554 Full-Time Employees 1,169 Part-Time Employees Anglo, 40% Asian, 14% Anglo, Asian, 6% 60% Hisp., 18% Hisp., 13% African Am., 19% STUDENT DIVERSITY African Am., 19% FACULTY/STAFF DIVERSITY 3
Richland College Profile One of Seven Public Dallas County Community College District Colleges Separately Accredited by SACS Serves Richardson, Garland, North Dallas and beyond Malcolm Baldrige National Quality Award 2005 Recipient in Education Texas Award for Performance Excellence 2005 Recipient in Education 4
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 world community 5
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 6
7 Integrity
Educational Offerings CORE Transfer Courses Transfer Associate s Degrees Technical Associate s Degrees/Certificates Workforce Development/Corporate Training Developmental/ESOL Programs Non-Credit/Continuing Education Courses 8
Key Student Segments Recent High School Graduates Dual Credit High School Students, RCHS Older Adults Returning for Training Underserved Hispanic/Latino 9
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 10
Strategic Advantages Innovation Leadership Training International Presence in a Flattening World Performance Excellence Model Diversified Revenue Portfolio 11
Culture Leadership Creates the Culture Thunderduck Culture The Whole Self Mobius Strip Performance Excellence 12
A Culture of High Performance Why Baldrige? Systematic Framework to Achieve the Vision Measurement System Focused on Key Items Shared Language of Accountability Organizational Discipline and Agility Student and Stakeholder Loyalty 13
Richland College Cycles of Improvement Approach Deploy Integrate Learn 14
15 Performance Excellence Model
Performance Excellence Model Strategic Planning 16
Performance Excellence Model Vision Mission ThunderValues Strategy 17
Performance Excellence Model Four Strategic Planning Priority Goals 1. Response to Community 2. Student Success 3. Employee Success 4. Institutional Effectiveness College Dashboard Elements 18
Performance Excellence Model Organizational Action Plans Department Action Plans Quality Enhancement Plan (QEP) Individual Action Plans (IAP) Progress Discussion (PD) 19
Performance Excellence Model Institutional Processes to Improve Student Learning Student Services Employee Services Support Services Process Evaluation Process Implementation Improvement Plan (PIIP) Performance Improvement, Benchmarking & Innovation 20
Performance Excellence Model 21 Shared Learnings
Performance Excellence Model 22 Leadership Strategic Performance Planning Excellence Student, Areas Stakeholder to Assess and Market Focus Measurement and Knowledge Management Faculty and Staff Focus Process Management Results Focus
Performance Excellence Model M ON T H L Y R EP O RT C A R D 23
24 Monthly Report Card- Layer 1
Number of Students Receiving Certificates and Associate Degrees 900 800 700 600 500 400 300 200 100 0 Number Students Receiving Certificates and Associate Degrees Other Asian Hispanic Af. Amer. Anglo 100% of Target 90% of Target RLC 01/02 RLC 02/03 RLC 03/04 RLC 04/05 RLC 05/06 Peer1 05/06 Peer2 05/06 Peer3 05/06 Good RLC 01/02 RLC 02/03 RLC 03/04 RLC 04/05 RLC 05/06 Peer1 05/06 Peer2 05/06 Peer3 05/06 25 Associate's Degrees Certificates Source: DCCCD Colleague
Graduation, Transfer, and Persistence Rates for Fall 2001 First-Time-in-College Cohort 70% 60% Graduation,Transfer, and Persistence Rates for Fall 2001 First-Time-in-College Cohort Target Group All Students 50% 40% 30% 20% 10% 0% Richland Peer 1 Peer 2 Peer 3 Peer 4 African-American and Hispanic Students Source: THECB Annual Data Profile, 2005 26
% Retention Credit Success by Segment 90 % Retention Credit Success by Segment 85 80 75 70 65 60 55 1999-00 2000-01 2001-02 2002-03 2003-04 2005-06 90% of Target 100% of Target 50 (%) African American Hispanic Source: Colleague 27
% C or Better in all Credit Classes for Target Student Groups 80 70 60 50 40 30 20 10 (%) 0 % "C" or Better in all Credit Classes for Target Student Groups 00-01 01-02 02-03 03-04 05-06 90% of Target 100% of Target African American Hispanic Asian Source: DCCC Census Date Student Statistics Good 28
Richland College Leadership System 29 Teaching, Learning, Community Building
Leadership for Sustainability Leadership System Design 30
Community Leadership System Design Community Students Students Community AS SDC Students CEDC AC Community Students Students Community 31
Leadership for Sustainability Leadership System Design Leadership Sets Directions 32
Strategic Planning August -Planning June - July -BoTBudget - Staff Progress Discussions May - Finalize Plan/Budget for Next Cycle September -Budget & KPIs - Publish & Align Plans April - Begin Planning Next Cycle October November -EOY results - Modify Operational Plan December February - March -Publish Updated Plan & EOY - Mid-year Review report January - Individual Update of Plans 33
Leadership for Sustainability Leadership System Design Leadership Sets Directions Leadership Succession Planning People -- Professional Development -- Wide & Open Communications 34
Communications Convocation Committees and Councils ThunderBridge ThunderValues in Action Thanks Thunderducks T-ducks in a Row ThunderSTARS Listening Outposts Underground e-mail / blog Surveys/Focus Groups One-on-one discussions IAPs / Evaluations Thunion & EOY Reports Department reviews Student publications/website Website & reports Computer screen pop-ups QEP & PIIP website 35
Community Leadership Governance Community Students Students Community AS SDC Students CEDC AC Community Students Students Community 36
Leadership for Accountability Carver Governance Model Ethics and Transparency Monitor by external audits, credit ratings 37
38 Baldrige - The Wise Socratic Teacher
Lessons to Share Formalize the informal with Baldrige Focus on continuous improvement Make Baldrige your way of doing work Do not call it Baldrige in the beginning Gain leadership commitment 39
Celebrate the Journey Engage employees Become examiners Improvement takes time and patience It is not about the award It is about Excellence 40
Our Journey Continues Address opportunities for improvement Stay focused on increasing results SACS reaccreditation in 2010 Reapply to Baldrige in 2011 41
Richland College Creating and Sustaining A Culture of High Performance through Baldrige Washington State Quality Award Symposium May 9, 2007 Dr. Kathryn K. Eggleston Vice President for Institutional Effectiveness and Economic Development 42 Teaching, Learning, Community Building