1. 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

2. 2 Overview  Richland and DCCCD Profiles  Role of Leadership and Culture  Richland’s Baldrige Journey  Lessons Learned 2

3. 3 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 3

4. 4 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 4

5. 5 Richland College Vision Richland College will be the best place we can be to learn, teach, and build sustainable local and world community 5 Mission Teaching, Learning, Community Building ThunderValues Integrity, Mutual Trust, Wholeness, Fairness, Considerate, Meaningful Communications, Mindfulness, Cooperation, Diversity, Responsible Risk-Taking, and Joy

6. 6 Richland College Philosophy 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 6

7. 7 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” 7

8. 8 Creating and Nurturing the Thunderduck Culture  Whole Person  Whole Organization  Values Based Behavior  Performance Improvement Focus  Celebrate Diversity  Encourage Innovation  Engage Faculty and Staff 8

9. 9 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 9

10. 10 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 10

11. 11 Building a Whole Person  Whole Organization Environment for High Performance 11 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 FactorsObjectives Performance Measures Desired Results

12. 12 1993 CQI TQM 2001 MB Application Stage 1 1997 TAPE Level II Assessment 2003, 2004 TAPE Application Site Visit 2006-present Sustain Baldrige Discipline Reapply MBNQA 2002, 2003, 2004 MB Application Consensus Level 2005 TAPE Site Visit 2005 MB Site Visit Richland’s Baldrige Journey 12

13. 13 Continuing the Journey  Refining our Performance Excellence Model  Core Competencies  Emerging Core Competencies  Strategic Challenges and Advantages  SASCOC Reaffirmation 2013  Reapply MBNQA 13

14. 14 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 14