Based on the work of W. Edwards Deming and Russell Ackoff, HCESC engaged in an organizational re-design process that resulted in a new work structure. This strategically designed structure will enable us to increase performance and productivity, to better serve our customers and to achieve our Vision!

Late 1990's
It was time for HCESC to find out how good we really were... how we "stacked up" against world-class organizations. So, we conducted a self-assessment using the Baldrige Criteria and identified our areas of strength and our opportunities for improvement.

We created our first Five-Year Strategic Plan that allowed HCESC to identify our preferred future. Action Plans, aligned to our Strategic Goals and Annual Objectives, allow us to create our own destiny.

Using a Balanced Scorecard allows HCESC to monitor its performance measures to ensure continuous improvement across all areas … internal process improvement, human resource and financial management, and customer satisfaction.

As part of our process improvement, HCESC develops and uses "Known and Reliable Processes" to improve performance and increase customer satisfaction.

Mid 1990's
Since 1988, manufacturing and service companies have used the Criteria for Performance Excellence, developed by the Malcolm Baldrige National Quality Program, to improve organizational performance and business results. When introduced to Baldrige in 1994, HCESC started using the Criteria as a guide for our own continuous improvement efforts. Beginning in 1996, HCESC became the first educational service center in the United States to have one of its own Colleagues serve as a Baldrige Examiner.

HCESC discovered the value of benchmarking as we learned critical lessons of improvement from recognized, high-performing companies. Through this process of organizational learning, we achieved alignment of our operational systems and processes.

Faced with the challenges of higher expectations and maintaining customer relationships, HCESC discovered the secrets of an organization that is 'built to last'. We learned how to create an organization that is both proactive and responsive... one that enables us to create our own destiny and exceed customer expectations.

Power, authorship, significance and love... HCESC learned how these gifts of leadership empowered us to build more effective relationships with our customers, our partners, and ourselves.

Early 1990's
The name of success was changing and HCESC discovered the power of paradigms. This learning enabled us to develop a future orientation to customer needs identification and service development.

As information and knowledge exploded, HCESC studied the 'learning organization' concept to enable us to adapt to an environment of rapid change and become increasingly agile.

Total Quality taught HCESC how to think in terms of 'systems' and gave us the tools to effectively design, develop and manage our organizational processes.

Customer needs were changing and consequently, the way in which we worked together to provide services. Teams emerged on the scene bringing a new definition to HCESC's work structure and culture.

Late 1980's
HCESC began its transition from a regulatory agency to a customer-focused service agency. Developing a culture of Continuous Improvement through Stephen Covey's "Seven Habits of Highly Effective People" set the stage for this transition.