Strategic Planning and Performance Excellence at the Alamo Community Colleges

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

2. 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

3. 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

4. I. ACCESS V. COMMUNICATION II. STUDENT SUPPORT STUDENT SUCCESS III. WORKFORCE DEVELOPMENT IV. CAPACITY TO SERVE Five ACCD Strategic Plan Goals

5. 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

6. 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

7. 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)

8. 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

9. 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

10. 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)

11. Strategic Planning and Budgeting System Strategic Plan Budget Performance Budget

12. 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

13. 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

14. Measuring Key Performance Indicators (KPIs)

15. 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

16. 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.

17. 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.

18. 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.

19. Appendix 1 Good to Great,Baldrige, andStudent Success

20. 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

21. 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

22. 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

23. 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

24. Appendix 2 Good to Great by Jim Collins

25. 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

26. 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

27. 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.

28. 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.

29. 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.

30. 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.

31. 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.