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Strategic Planning and Performance Excellence at
theAlamo Community Colleges
Opening Doors, Closing Gaps, Achieving Dreams
Alamo Community CollegesFive Reasons to Become the Best in the Nation
1. Our community critically depends on a great
human capital in order to move forward.
2. Leading businesses/industries in San
Antonio now present
real economic development opportunities.
3. San Antonio is in constant, growing
competition with other cities in Texas and
the nation.Dr. Henry Cisneros, 2007 ACCD Convocation
Alamo Community CollegesFive Reasons to Become the Best in the Nation
4. Community colleges are crucial to provide
access to education and economic
development.
5. San Antonio is a multicultural, traditional,
and special place that requires the Alamo
Community Colleges to support the way we
use education to ensure our future.
Dr. Henry Cisneros, 2007 ACCD Convocation
Baldrige Education Criteria (WHAT WE DO) for Performance Excellence
4KPI Measurement, Evaluation, Targets, Action Plans
1Leadership
Alamo Community Colleges’Environment, Relationships, and Challenges
2StrategicPlanning
3Student,
Customer, and Community Focus
5Employee
Focus
6Process
Management
7Results
Good to Great (HOW WE DO IT)
Honestly SeeThe Facts
Focus onBest Results
DISCIPLINED THOUGHT
BUILD UP
Be the BestLeader
Find YourPlace
DISCIPLINED PEOPLE
BREAKTHROUGH …
Be MoreDisciplined
Build UpMomentum
DISCIPLINED ACTION
Good to Great Baldrige Criteria
DISCIPLINED PEOPLE ● Be the Best Leader
● Find Your Place
DISCIPLINED THOUGHT ● Honestly See the Facts
● Focus on Best Results
DISCIPLINED ACTION ● Be More Disciplined
● Build Up Momentum
LEADERSHIP
EMPLOYEE FOCUS
KPI MEASUREMENT, EVALUATION, TARGETS, ACTION PLANS
STRATEGIC PLANNING
PROCESS MANAGEMENT
BALDRIGE PROCESS
Relationship between G2G and Baldrige
Alignment of Good to Great, Baldrige Criteria,Goals, Drivers, and Outcome
Honestly Seethe Facts
Focus onBest Results
DISCIPLINED THOUGHT
Be the Best Leader
Find YourPlace
DISCIPLINED PEOPLE
Be MoreDisciplined
Build UpMomentum
DISCIPLINED ACTION
GOOD GREAT
STUDENTSUCCESS
Recruitment Retention
Completion Clusters
BaldrigeCriteria
Leadership
StrategicPlanning
Student, Customer,
andCommunity
Focus
Results
EmployeeFocus
ProcessManagement
KPI Measurement, Evaluation,Targets, and Action Plans
We helpstudentssucceed Good to Great
is our foundation for
discipline, transformation, and success
Alamo Community Colleges Strategic Planning Performance Management and Excellence Elements
BALDRIGE(What We Do)
GOOD TO GREAT(How We Do It)
STRATEGIC PLAN(Vision, Mission, Values, Goals, Strategies)
PRIORITIES AND ACTIONS(37 strategic priorities, drivers, action plans)
OUTCOMES(Student and Community Success)
Strategic Planning (Baldrige Criterion 2) Flowchart
KPIs(Metrics, Benchmarks, Targets)
VISION, MISSION, VALUES,
GOALS, STRATEGIES
INDIVIDUAL TASKS
PERFORMANCE BUDGET(Programs and Activities)
ACTION PLANS
EVALUATION AND CONTROL
ACCD GOALSAND
STRATEGIES
KEY PERFORMANCE INDICATORS(Metrics, Benchmarks, Targets)
DISTRICT OFFICE ACTION PLANS COLLEGE DEPARTMENT ACTION PLANS
COLLEGE STRATEGIES
COLLEGE GOALS
MISSION
VISION
VALUES
Strategic Planning (Baldrige Criterion 2)Detailed Flowchart
INDIVIDUAL TASKS
EVALUATION AND CONTROL
PERFORMANCE BUDGETSTUDENTSUCCESS
Measuring Key Performance Indicators (KPIs)
WHAT TO MEASURE KPI MEASURE EXAMPLE
OUTPUT % of students who completed their remedial Math courses.
OUTCOME % of students who enrolled in college Algebra after completing their remedial Math courses.
PERFORMANCE BUDGETIdentify:
● Targets
● Programs and activities
● Objectives, outputs, and outcomes
● Activities linked to long-term goals
● Cost of activities
● Cost of achieving objectives
● Success of activities and expenditures
and
SPMSPM
Connecting the Dots for Student Success
1. Good to Great shows us HOW TO DO
things to reach institutional greatness.
2. Baldrige is a performance excellence
framework that shows us WHAT TO DO
to operate accountably for all ACCD
stakeholders. Baldrige helps us pay
attention to various dimensions to
produce better results.
3. Strategic Planning (Baldrige criterion 2)
requires us to align goals, strategies, and
action plans to our mission, and helps us
flow from goals to performance budgets.
4. Outputs (the immediate results delivered by
a program) and Outcomes (the observable,
measurable longer-term results of the
outputs) need to be distinguished when
determining and measuring KPIs.
Connecting the Dots for Student Success
5. Our Performance Management
Framework, under the Baldrige umbrella,
shows the flow of data/information to
facilitate strategic planning, performance
budgeting, and decision-making.
6. Our ultimate Outcomes: Student and
Community Success.
Connecting the Dots for Student Success
Our 37 Strategic Priorities linked to BaldrigeWHERE DO I FIND MYSELF?
KPI Measurement, Evaluation, Targets, Action Plans11C. Faculty-Related Policies Review
14. Identify Operational/Structural Weaknesses15. Assess and Address IT Weaknesses
16. Metrics22. Best Community College
23. TSPR24. Identify Key Senior Staffing Requirements
Leadership18. Values
19. Define Culture27. Leadership Dev.
Alamo Community Colleges’Environment, Relationships, and Challenges
Strategic Planning5. Annexation
13. International Education17. Planning/Budgeting
20. Baldrige Model
Student, Customer, and Community Focus
1. Community Relations2. Governmental Relations
6. Achieving the Dream11A. Digital Divide
12. Internships
Employee Focus3. Awards/Celebrations25. Best Place to Work
26. Employee Development28. Employee Evaluation
29. Benefits/Salary30. Employee Orientation
31. Job Descriptions32. Hiring Philosophy
Process Management4. Foundation
7. Recruitment (Driver 1)8. Retention (Driver 2)
9. Completion (Driver 3)10. Clusters (Driver 4)
11. Teaching and Learning11B. Instructional Perform. Model
21. Organizing Principles33. Bond/CIP and Impacts
34. External Audit
ResultsStudent Success and
Empowered Community
Do theimplementation
Do theimplementation
ContinuousProcess
Improvement
ContinuousProcess
Improvement
Checkeffectiveness
and Act toimprove
Checkeffectiveness
and Act toimprove
Findprocess
toimprove
Findprocess
toimprove Organize
forimprovement
Organizefor
improvement
Clarifyknowledgeof process
Clarifyknowledgeof process
Understandprocessneeds
UnderstandprocessneedsSelect
strategyfor
improvement
Selectstrategy
forimprovement
Plan how to
implementprocess
Plan how to
implementprocess
12
3
4
5
6
7
8
FOCUS PDCA
Key Performance Indicators by Driver
RECRUITMENT1. Partnership Expansion2. Community Relationship3. Market Penetration4. Student Enrollment*5. Financial Access*
RETENTION6. Program/Service Assessment7. Student Engagement8. Teaching and Learning9. Process Efficiency10. Student Progress*11. AtD Progress
COMPLETION12. Program Completion13. Graduation*14. Transfer*
CLUSTERS15. Workforce Program Effectiveness16. Workforce Training*17. Workforce Success
OPERATIONS18. Financial Management19. Communication20. Regulatory Compliance21. Human Resources Management22. Economic Advancement23. Facilities
* Includes KPI measures recommended by the THECB
SPMSTRATEGIC PERFORMANCE
MANAGEMENT
-Information dashboards -Strategy maps
-Scorecards
College/DivisionStrategic Plans
Action PlansObjectives
ResultsNew initiatives
Performance Budgets
Strategic Plan Vision, Mission, Values
Goals I, II, III, IV, VStrategies
DriversKPI
Targets
PROGRAM ASSESSMENT
PlanCollect Data
AnalyzeUtilize
Follow up
TracDat
ALIGNMENTGoals
ObjectivesPlans
DOCUMENTATION
REPORTING
Data (measurements of a variable)
Alignment
Information
Banner
STUDENTEMPLOYEE
FINANCIAL AIDFINANCE
ExternalDatabases
Information
Information
Data
BALDRIGE CRITERIA
Data
Information (processed and organized data for decision-making)
ACCD Performance Management Framework
Good to Great (How We Do Things) atthe Alamo Community Colleges
DISCIPLINED PEOPLE
● Be the Best Leader
● Find Your Place
DISCIPLINED THOUGHT
● Honestly See the Facts
● Focus on Best Results
DISCIPLINED ACTION
● Be More Disciplined
● Build Up MomentumBuilding a Culture of Discipline
Baldrige Good to Great
Strategic Plan
37 Strategic PrioritiesDrivers, and Action Plans
Student and Community Success
Level 5 Leadership (Be the Best Leader)
HIGHLY CAPABLE INDIVIDUALMakes productive contributions through
talent, knowledge, skills, and good work habits.
CONTRIBUTING TEAM MEMBERContributes individual capabilities to the achievement of group objectives, and works effectively with others.
COMPETENT MANAGEROrganizes people and resources toward the
effective and efficient pursuit of set objectives.
EFFECTIVE LEADERCatalyzes commitment to and
pursuit of a clear vision, stimulatinghigher performance standards.
LEVEL 5 EXECUTIVEBuilds enduring
greatness throughpersonal humility
and professional will.
LEVEL 1
LEVEL 2
LEVEL 3
LEVEL 4
Making sure the right decisions happen—no matter how difficult or painful—for the long-term greatness of the institutionand the accomplishment of its mission.
First Who…Then What (Find Your Place)
Getting the right people on the bus and into the
right seats.
Building pockets of greatness with limited
resources.
Using early-assessment to select self-motivated,
self-disciplined talent.
Confront the Brutal Facts(Honestly See the Facts)
The Stockdale Paradox:
Retain unwavering faith that you can
and will prevail in the end, regardless of
the difficulties, and at the same time
have the discipline to confront the most
brutal facts of your current reality,
whatever they might be.
Hedgehog Concept (Focus on Best Results)
What We AreBest AtCore Competencies
Our Resource
Engine Time
Money Brand
Our PassionCore Values
Mission
Focusing on the intersection of what we do best, our purpose and values, and our resources to deliver the best long-term results.
Culture of Discipline (Be More Disciplined)
● Disciplined people engage in
disciplined
thought and disciplined action.
● Disciplined people do not have jobs;
they have responsibilities.
● Disciplined people create a culture of
greatness.
The Flywheel (Build Up Momentum) ATTRACT BELIEVERS - Time - Money
BUILD STRENGTH - First Who - Clock Building
BUILD BRAND - Emotion - Reputation
DEMONSTRATE RESULTS - Mission Success - Trend Lines
Our Resource
Engine
Our Passion
What We Are Best At
RELENTLESS FOCUS ON HEDGEHOG CONCEPT
Results (Hedgehog Concept)attract resources andcommitment, which areused to build a strongerorganization, which attracts even moreresources andcommitment.