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Strategic Planning and Performance Excellence at the Alamo Community Colleges Opening Doors, Closing Gaps, Achieving Dreams. Alamo Community Colleges Five Reasons to Become the Best in the Nation. 1. Our community critically depends on a great human capital in order to move forward.

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slide1

Strategic Planning and

Performance Excellence at the

Alamo Community Colleges

Opening Doors, Closing Gaps, Achieving Dreams

slide2

Alamo Community Colleges

Five 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

slide3

Alamo Community Colleges

Five 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

slide4

I. ACCESS

V. COMMUNICATION

II. STUDENT

SUPPORT

STUDENT

SUCCESS

III. WORKFORCE

DEVELOPMENT

IV. CAPACITY

TO SERVE

Five ACCD Strategic Plan Goals

slide5

I. ACCESS

V. COMMUNICATION

Retention

Recruitment

II. STUDENT

SUPPORT

STUDENT

SUCCESS

Completion

Clusters

III. WORKFORCE

DEVELOPMENT

IV. CAPACITY

TO SERVE

ACCD Goals, Strategic

Drivers, and Outcome

slide6

Baldrige Education Criteria (WHAT WE DO) for Performance Excellence

Alamo Community Colleges’

Environment, Relationships, and Challenges

2

Strategic

Planning

5

Employee

Focus

1

Leadership

7

Results

3

Student,

Customer, and

Community Focus

6

Process

Management

4

KPI Measurement, Evaluation, Targets, Action Plans

slide7

BREAKTHROUGH …

BUILD UP

Honestly See

The Facts

Focus on

Best Results

Be More

Disciplined

Build Up

Momentum

Be the Best

Leader

Find Your

Place

DISCIPLINED PEOPLE

DISCIPLINED THOUGHT

DISCIPLINED ACTION

Good to Great (HOW WE DO IT)

slide8

Relationship between G2G and Baldrige

Good to GreatBaldrige Criteria

LEADERSHIP

EMPLOYEE FOCUS

KPI MEASUREMENT, EVALUATION,

TARGETS, ACTION PLANS

STRATEGIC PLANNING

PROCESS MANAGEMENT

BALDRIGE PROCESS

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

slide9

Baldrige

Criteria

I. ACCESS

Results

Leadership

V. COMMUNICATION

Retention

Recruitment

II. STUDENT

SUPPORT

We help

students

succeed

STUDENT

SUCCESS

Strategic

Planning

Process

Management

Good to Great is our foundation for discipline, transformation, and success

III. WORKFORCE

DEVELOPMENT

Clusters

Completion

IV. CAPACITY

TO SERVE

Student,

Customer,

and

Community

Focus

Employee

Focus

KPI Measurement, Evaluation,

Targets, and Action Plans

GOOD

GREAT

Honestly See

the Facts

Focus on

Best Results

Be the Best

Leader

Find Your

Place

Be More

Disciplined

Build Up

Momentum

DISCIPLINED PEOPLE

DISCIPLINED THOUGHT

DISCIPLINED ACTION

Alignment of Good to Great, Baldrige Criteria,

Goals, Drivers, and Outcome

slide10

Alamo Community Colleges Strategic Planning

Performance Management and Excellence Elements

OUTCOMES

(Student and Community Success)

PRIORITIES AND ACTIONS

(37 strategic priorities, drivers, action plans)

STRATEGIC PLAN

(Vision, Mission, Values, Goals, Strategies)

BALDRIGE

(What We Do)

GOOD TO GREAT

(How We Do It)

slide11

Strategic Planning and Budgeting System

Strategic Plan

Budget

Performance Budget

strategic planning baldrige criterion 2 flowchart

VISION, MISSION, VALUES,

GOALS, STRATEGIES

KPIs

(Metrics, Benchmarks, Targets)

ACTION PLANS

INDIVIDUAL TASKS

EVALUATION AND CONTROL

PERFORMANCE BUDGET

(Programs and Activities)

Strategic Planning (Baldrige Criterion 2) Flowchart
strategic planning baldrige criterion 2 detailed flowchart
Strategic Planning (Baldrige Criterion 2)Detailed Flowchart

MISSION

ACCD GOALS

AND

STRATEGIES

VISION

VALUES

COLLEGE GOALS

KEY PERFORMANCE INDICATORS

(Metrics, Benchmarks, Targets)

COLLEGE STRATEGIES

COLLEGE DEPARTMENT ACTION PLANS

DISTRICT OFFICE ACTION PLANS

INDIVIDUAL TASKS

EVALUATION AND CONTROL

STUDENT

SUCCESS

PERFORMANCE BUDGET

slide15

TracDat

TracDat

andSPM

PERFORMANCE BUDGET

Identify:

● 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

connecting the dots for student success

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.

connecting the dots for student success1

Connecting the Dots for Student Success

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 success2

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.

slide19

Appendix 1

Good to Great,Baldrige, andStudent Success

slide20

Our 37 Strategic Priorities linked to Baldrige

WHERE DO I FIND MYSELF?

Alamo Community Colleges’

Environment, Relationships, and Challenges

Employee Focus

3. Awards/Celebrations

25. Best Place to Work

26. Employee Development

28. Employee Evaluation

29. Benefits/Salary

30. Employee Orientation

31. Job Descriptions

32. Hiring Philosophy

Strategic Planning

5. Annexation

13. International Education

17. Planning/Budgeting

20. Baldrige Model

Leadership

18. Values

19. Define Culture

27. Leadership Dev.

Results

Student Success and

Empowered Community

Process Management

4. Foundation

7. Recruitment (Driver 1)

8. Retention (Driver 2)

9. Completion (Driver 3)

10. Clusters (Driver 4)

11. Teaching and Learning

11B. Instructional Perform. Model

21. Organizing Principles

33. Bond/CIP and Impacts

34. External Audit

Student, Customer,

and Community Focus

1. Community Relations

2. Governmental Relations

6. Achieving the Dream

11A. Digital Divide

12. Internships

KPI Measurement, Evaluation, Targets, Action Plans

11C. Faculty-Related Policies Review

14. Identify Operational/Structural Weaknesses

15. Assess and Address IT Weaknesses

16. Metrics

22. Best Community College

23. TSPR

24. Identify Key Senior Staffing Requirements

slide21

Find

process

to

improve

APPROACH

Organize

for

improvement

Check

effectiveness

and Act to

improve

INTEGRATE

1

2

8

Continuous

Process

Improvement

Clarify

knowledge

of process

Do the

implementation

7

3

Plan

how to

implement

process

Understand

process

needs

Select

strategy

for

improvement

4

6

LEARN

5

DEPLOY

FOCUS PDCA

slide22

Key Performance Indicators by Driver

  • COMPLETION
  • Program Completion
  • Graduation*
  • Transfer*
  • CLUSTERS
  • Workforce Program Effectiveness
  • Workforce Training*
  • Workforce Success
  • OPERATIONS
  • Financial Management
  • Communication
  • Regulatory Compliance
  • Human Resources Management
  • Economic Advancement
  • Facilities
  • RECRUITMENT
  • Partnership Expansion
  • Community Relationship
  • Market Penetration
  • Student Enrollment*
  • Financial Access*
  • RETENTION
  • Program/Service Assessment
  • Student Engagement
  • Teaching and Learning
  • Process Efficiency
  • Student Progress*
  • AtD Progress

* Includes KPI measures recommended by the THECB

slide23

BALDRIGE CRITERIA

SPM

STRATEGIC PERFORMANCE

MANAGEMENT

-Information dashboards

-Strategy maps

-Scorecards

Information

Data (measurements of a variable)

Strategic Plan

Vision, Mission, Values

Goals I, II, III, IV, V

Strategies

Drivers

KPI

Targets

Banner

STUDENT

EMPLOYEE

FINANCIAL AID

FINANCE

Information

Information (processed and organized

data for decision-making)

TracDat

Alignment

Goals

Objectives

Plans

College/Division

Strategic Plans

Action Plans

Objectives

Results

New initiatives

Performance Budgets

ALIGNMENT

Plan

Collect Data

Analyze

Utilize

Follow up

Data

External

Databases

PROGRAM ASSESSMENT

Information

DOCUMENTATION

REPORTING

Data

ACCD Performance Management Framework

slide24

Appendix 2

Good to Great

by Jim Collins

slide25

Student and

Community Success

37 Strategic Priorities

Drivers, and Action Plans

Strategic Plan

Baldrige

Good to Great

Good to Great (How We Do Things) at

the 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 Momentum

Building a Culture of Discipline

slide26

LEVEL 5

EXECUTIVE

Builds enduring

greatness through

personal humility

and professional will.

EFFECTIVE LEADER

Catalyzes commitment to and

pursuit of a clear vision, stimulating

higher performance standards.

COMPETENT MANAGER

Organizes people and resources toward the

effective and efficient pursuit of set objectives.

CONTRIBUTING TEAM MEMBER

Contributes individual capabilities to the achievement

of group objectives, and works effectively with others.

HIGHLY CAPABLE INDIVIDUAL

Makes productive contributions through

talent, knowledge, skills, and good work habits.

Level 5 Leadership (Be the Best Leader)

Making sure the right decisions

happen—no matter how difficult

or painful—for the long-term

greatness of the institution

and the accomplishment

of its mission.

LEVEL 4

LEVEL 3

LEVEL 2

LEVEL 1

slide27

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.

slide28

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.

slide29

Our Passion

Core Values

Mission

What

We Are

Best At

Core Competencies

Our

Resource

Engine

Time

Money

Brand

Hedgehog Concept (Focus on Best Results)

Focusing on the intersection of what we do best, our purpose and

values, and our resources to deliver the best long-term results.

slide30

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.

slide31

ATTRACT

BELIEVERS

- Time

- Money

Our Passion

BUILD

BRAND

- Emotion

- Reputation

BUILD

STRENGTH

- First Who

- Clock Building

What We

Are Best At

Our

Resource

Engine

RELENTLESS FOCUS ON

HEDGEHOG CONCEPT

DEMONSTRATE

RESULTS

- Mission Success

- Trend Lines

The Flywheel (Build Up Momentum)

Results (Hedgehog Concept)

attract resources and

commitment, which are

used to build a stronger

organization, which

attracts even more

resources and

commitment.