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Strategic Planning and Performance Excellence at the Alamo Community Colleges Opening Doors, Closing Gaps, Achieving Dreams

Strategic Planning and Performance Excellence at the Alamo Community Colleges Opening Doors, Closing Gaps, Achieving Dreams

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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

Five ACCD Strategic Plan Goals

STUDENTSUCCESS

Recruitment Retention

Completion Clusters

ACCD Goals, StrategicDrivers, and Outcome

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)

Performance BudgetPerformance Budget

Strategic Plan Budget

Strategic Planning and Budgeting System

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

Appendix 1Good to Great, Baldrige, and 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

Appendix 2Good to Great

by Jim Collins

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.