hcc transformation story

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  • IMAGINE HOUSTON COMMUNITY COLLEGE 2019

    A Transformation Story

  • Black Swan Theory

    Known Knowns Known Unknowns Unknown Unknowns Unknown Knowns

  • 1. The Entrance Plan

    2. The Transformation Phase 1

    3. The Strategic Plan

    4. Progress Snapshot

    Imagine HCC

  • Community Culture

  • Community Culture - continued

    Reid Wilson, Which of the 11 American nations do you live in?,

    Washington Post, November 8, 2013.

  • Service Delivery Area

    7

    6 colleges 629 sq miles 2.4 MM people

  • Enrollment & Awards

    75.8

    69.7

    60

    62

    64

    66

    68

    70

    72

    74

    76

    78

    80

    Fall 10 Fall 11 Fall 12 Fall 13

    Th

    ou

    sa

    nd

    s

    Enrollment TrendFall Semester Unduplicated Headcount

    9.0

    11.0

    6

    8

    10

    12

    14

    16

    18

    AY 10 AY 11 AY 12 AY 13T

    ho

    usa

    nd

    s

    Award TrendAll Awards

  • YES80%

    NO20%

    Dual Credit & Institutional Pride

    7.1

    5.9 5.54.7

    0

    1

    2

    3

    4

    5

    6

    7

    8

    Fall 10 Fall 11 Fall 12 Fall 13

    Th

    ou

    sa

    nd

    s

    Dual Credit Enrollment TrendUnduplicated Headcount

    2013 Recommend HCC% Faculty and Staff Who

    Recommend HCC

  • Student Demographics & Awards

    Student Demographics

    #9 - All Disciplines

    #6 Minority Grads

    #5 African American Grads

    #5 Asian American Grads

    #8 Hispanic Grads

    African American

    33%

    Hispanic34%

    White16%

    Asian13%

    Other4%

    2013 RankingsCommunity College Week

  • Financial Points

    2014 Budget(in millions)

    Increase over 2013 Budget

    +4%

    State App$69

    Local Tax$102

    Tuition$113

    Other$10

    Aux Rev$15

    Active Bond Projects

    $425MM

  • Time (years)

    Stakeholder

    Value

    Good

    Will

    Innovation

    Customer

    Relations

    Operational

    Effectiveness

    1 2 3 4 5

    Entrance Plan Framework - Growing Value

    Adapted from: Strategy Maps: Converting Intangible Assets into Tangible Outcomes. Kaplan & Norton, 2004. Figure 2-7, p. 48.

  • Operations Management Processes

    Organizational Resource Channels

    Improve cost structureo Reduce cost

    o Improve yields

    Increase asset utilizationo Manage capacity

    o Incremental improvementts

    Customer Management Processes

    Improve value propositiono Programs for high paying jobs

    o Accelerate completion

    Improve relationshipso Customer focused

    o Form partnership

    Innovation Processes

    Opportunity sweepso Cross unit synergies

    o Idea incubation

    Portfolio managemento Manage implementation

    o Incremental improvements

    Social Processes

    Improve environmento Relevant community partnerships

    o Employee wellness

    Talent acquisition/developmento Best in class employment practices

    o Employ

  • Survival

    Good Management

    Good to Great Leadership

    Organizational Lifecycle

    (1) Adapted from Havener, C. (2001). The lifecycle of social systems. In C. Heavener Meaning. Minneapolis. p. 38.

  • Causes of Organizational Decline

    (1) Balgobin, R. & Pandit, N. (2001). Stages in the turnaround process: The case of IBM UK. European Management Journal. 19(1).

    (2) Schendel, D. & Patton, G. (1976). Corporate stagnation and turnaround. Journal of Economics and Business. 28, p. 236-241.15

    INTERNAL CAUSES

    1 Divided management or leadership

    2 Inadequate financial resources and control

    3 Lack of policy adherence

    4 High structural cost

    EXTERNAL CAUSES

    1 Decrease in demand

    2 Increased competition

    3 Decrease in perceived value

  • Summary Entrance Plan

    1. Financial Stability

    A. Cash position

    B. Budget

    C. Flows

    2. Basic Operations

    A. Safety

    B. Sales

    C. Efficiency

    D. Asset utilization

    3. Political Frame

    A. Coalitions

    4. Structural Frame

    A. Demography

    B. Networks

    C. Managerial Elites

    5. Organizational Assessment

    A. Life cycle

    B. Build the Brand

    (1) Garza Mitchel, R.L. and Maldonado, C. Strategic Planning for New Presidents: Developing an Entrance Plan. Community College

    Journal of Research and Practice, 00: 1-9, 2014. July 2014.

  • The Case for Organizational Change

    Analysis of the state of the College

    Employee morale

    Appraisal/reward systems

    Equity and fairness

    Financial risk management

    Budgeting

    Cost consciousness

    Product positioning

    Too many organizations are structured to have different functions compete with

    each other, not work for the good of the total. - H. James Harrington

    Customer relations

    Quality of service

    Quality of product

    Organizational alignment

    Project management

    Community relations

    Board relations

  • Higher Ed Vulnerability

    Institutional Characteristics

    Full service, soup to nuts; food, safety, financial, environment

    Openly diverse

    Freedoms at HE are normally controlled in corporate

    Expected to be exceptional provider

    Encourage to come; be unique

    Age groups in first decontrolled experience

    Freedoms are self-centered; not focused on institution

    Open physical environment

    Political activism

    Unique goals for diverse stakeholder groups

    Therefore the institution serves as a nexus for conflict.

  • 1. The Entrance Plan

    2. The Transformation Phase 1

    3. The Strategic Plan

    4. Progress Snapshot

    Imagine HCC

  • Unknown Known

    $21MMCurrent Budget Gap

    $75MMBond Project Overrun (est.)

    56,400Call CenterDropped Calls per Quarter

  • Every system is perfectly designed to produce what it is producing.

    122k cars/day

  • Cultural Assessment

    59%Hierarchy

    20%Market

    20%Parochial

    1%Innovation

    Definitions of leadership say nothing about authority.

  • Performance Barriers

    52%Management

    19%Procedures

    4%Info Tech

    15%HR Practices

    5%Finances

    5%Other

    When the leaders are divided in their answers, you know that there are big problems

    throughout the organization a clear sign of vertical misalignment, starting at the

    top Lou Gertsner, upon starting IBM turnaround in 1993

  • Core Behaviors

    Drive Continuous Improvement

    Accept Responsibility

    Support Organizational Goals

    Adapt to Change

    Communicate Effectively

    25% 75%

    33% 67%

    32% 68%

    15% 85%

    22% 78%

    No matter all the planning - unknowns always exist

    Always Sometimes - Never

  • Core Values

    Collaboration

    Culture of Trust

    Innovation

    Passion

    Accountability

    Consistency

    8% 92%

    2% 98%

    27% 73%

    28% 72%

    6% 94%

    14% 86%

    Always Sometimes - Never

  • Change Theory

    CHANGEINTERVENTION

    ORGANIZATIONALTARGET VARIABLES

    ORGANIZATIONALOUTCOMES

    ORGANIZATIONALDEVELOPMENT

    VISION Purpose Values Behaviors

    SETTING Technology Structure Physical

    IMPROVED ORGANIZATIONAL

    PERFORMANCE

    ENHANCED INDIVIDUAL

    PERFORMANCE

  • Change Theory

    CHANGE

    INTERVENTION

    ORGANIZATIONAL

    TARGET VARIABLES

    ORGANIZATIONAL

    OUTCOMES

    ORGANIZATIONAL

    TRANSFORMATION

    VISION

    Purpose Values Behaviors

    SETTING

    Technology Structure Physical

    IMPROVED

    ORGANIZATIONA

    L

    PERFORMANCE

    ENHANCED

    INDIVIDUAL

    PERFORMANCE

  • Eight Steps to Transformation

    1Establish a Sense of Urgencyo Examine market and competitive realities

    o Identify potential crises, challenges

    2Form Guiding Coalitiono Commission influential group

    o Lead to form team environment

    3Create a Visiono Clarify direction

    o Develop strategy to achieve vision

    4Communicate the Visiono Use every method possible

    o Teach new behaviors for teaming

    5Empower Others to Acto Get rid of obstacles to change

    o Change structures that undermine

    6Plan for Short Term Winso Have visible improvements

    o Communicate the wins

    7Consolidate Improvementso Redesign policies and practices

    o New projects and themes

    8Institutionalize the HCC Wayo Link success to the HCC Way

    o Develop new leaders

    Adapted from: Leading Change: Why Transformation Efforts Fail, John P. Kotter, 2007.

  • Findings

    1. Leverage our size and resources

    2. Have a clear vision

    3. Eliminate inefficiencies

    4. Align priorities across the system

    5. Create opportunities

    A more efficient college

    A more interconnected college

    A more responsive college

    A more aligned college

    A more innovative college

    A more successful student and graduate

    Organizational Drivers Aspirations

  • conceptual view

    Centering Excellence & Connecting Community

  • Guiding Coalition - G65

  • Guiding Coalition - G65

  • Vision and Strategy

    HCC will be a leader in providing high quality,

    innovative education leading to student success

    and completion of workforce and academic

    programs.

    We will be responsive to community needs and

    drive economic development

    in the communities we serve.

  • Centers of Excellence Pitch Day

    Industry ClustersHCC Centers of Excellence

  • Urgency - Transformation Timeline

    Oct AprMarFebJanDecNovSept2014 2015

    G65 RetreatOrganizational Identity (Nov 7)

    Faculty SenateOrg Identity ( Nov 14)

    G65 Building on StrategySession(Nov 24)

    May Jun Jul

    Board Retreat Vision Statement (Dec 6)

    Board Retreat Transformation Presentation (Dec 11)

    G65Defining Centers of Excellence (Dec 18)

    G65President Pitch For COE (Jan 26)

    G65Org Structure (Mar 5)

    G65President Pro.Business Canvass (Jul 1)

    State of the College COE Unveil (Apr 13)

    All College DayCOE Unveil (Apr 10)

    Presidents/Deans/Directors/G65TransformationOrg Structure ( Apr 5)

    G65MBTI (Jul 30)

    G65Team Building/Business Model(31)

    Chat w/ ChancellorAll CampusesFeedback Sessions (Apr 20-24)

    Student Advisory Feedback Session (Apr 24)

    G31Charge to G13Org Structure (Mar 5)

    Organizational Assessments(Sept Oct)

  • 1. The Entrance Plan

    2. The Transformation Phase 1

    3. The Strategic Plan

    4. Progress Snapshot

    Imagine HCC

  • 9 Trustees

    13 Executive Team Members

    63 Whole System Planning Participants

    4,275 Students

    3,262 Faculty/Staff

    751 Community Members

    Foundation for the Future

  • External Internal

    Faculty

    Student Leaders

    Deans & Directors

    Education Support Staff

    Key Administrators

    Ad HocCommittee of the

    Board of Trustees

    HCC Faculty Senate

    HCC United

    Student Council

    HCC Chancellors

    Cabinet

    Aligning Resources to Meet Demands

  • External Meetings - 471 unique objectives captured

    Transcribed tape hours - 22 hours

    Internal Survey Responses - 850 responses

    External Survey Responses (including students) - 906 responses

    Number of open comments from Survey - 1,667 comments

    Chancellor Listening Tours - 6 colleges, 350 attendees,180 comments

    Strategic Advisory Council and Work Groups

  • Ensure Quality Instructional Programs and Courses

    Increased Student Retention and Persistence Rates

    Increase Access to High Demand Fields

    Improve the Student Experience

    Improve Effectiveness of Administrative Services

    Key Findings Supporting the Vision

  • STRATEGIC PILLARS

    I. STUDENT SUCCESS

    A. Improve student preparedness, readiness and alignment

    B. Improve the student experience

    C. Increase student completion

    D. Ensure that instructional programs prepare students for success in current and future working environments

    II.ORGANIZATIONAL STEWARDSHIP

    A. Ensure that the strategic plan serves as the basis for funding

    B. Improve and streamline business transactions and processes

    C. Increase diversity, inclusion and engagement throughout the institution

    III. PERFORMANCE EXCELLENCE

    A. Focus on one HCC and consistency of quality experience across the campuses, departments, and facilities

    B. Foster an environment within the institution as a compelling place to work and learn

    C. Employ analytic measures to assess and guide performance excellence

    IV. INNOVATION

    A. Build a culture that champions collaboration, creativity, and innovation

    B. Increase innovation in teaching and learning

    C. Expand the use of technology throughout the institution

  • II. Organizational Stewardship

    III. Performance Excellence

    I. StudentSuccess

    IV. Innovation

    VISION

    COMPETENCIES

    CORE VALUES

    MISSION

    I M A G I N E H C C 2 0 1 9

    Houston Community College will be a leader in providing high quality, innovative education leading to

    student success and completion of workforce and academic programs. We will be responsive to

    community needs and drive economic development in the communities we serve.

    Set and Maintain High Academic Standards

    Collaboration

    United Through a Common Mission

    Give Community a Well Educated Workforce

    Demonstrate Passion

    Accountability

    Commitment to our Students / Student Success

    Consistency Across the Institution

    Culture of Trust - Demonstrating Integrity and Ethics

    Lead by Innovation in Excellence

    CORE:

    Delivering High Quality work

    Accepting Responsibility

    Serving Our Stakeholders

    Supporting Organizational Goals

    LEADERSHIP:

    Acting as a Champion for Change

    Thinking Entrepreneurially

    Leveraging Opportunities

    Setting a Strategic Vision

    Driving Continuous Improvement

    Acting with Integrity

    Thinking Critically

    Managing Change - Adapting to Support Change

    Communicating Effectively

    Attracting & Developing Talent

    Inspiring & Motivating Others

    Acting Strategically

    Demonstrating Beliefs & Principles

    Managing Resources

    Houston Community College is an open-admission, public institution of higher education offering a high-quality, affordable education for academic advancement, workforce training, career and economic development, and lifelong learning to prepare

    individuals in our diverse communities for life and work in a global and technological society.

    A. Improve student

    preparedness,

    readiness and

    alignment

    B. Improve the

    student experience

    C. Increase student

    completion

    D. Ensure that all

    instructional programs

    prepare students for

    success in current

    and future working

    environments

    A. Ensure that the

    strategic plan serves as

    the basis for all funding

    requests and approvals

    B. Improve and

    streamline all business

    transactions and

    processes

    C. Increase diversity,

    inclusion and

    engagement throughout

    the institution

    A. Focus on one HCC

    and consistency of

    quality experience

    across the campuses,

    departments, and

    facilities

    B. Foster an environment

    within the institution as

    a compelling place to

    work and learn

    C. Employ analytic

    measures to assess

    and guide performance

    excellence

    A. Build a culture that

    champions

    collaboration,

    creativity, and

    innovation.

    B. Increase

    innovation in teaching

    and learning

    C. Expand the use of

    technology throughout

    the institution

    Strategic Planning

    Advisory Council

    Strategic Planning

    Work Groups

    On-Line Survey

    Listening Tour

    G-65

    The

    Transformation

    Guiding Group

    (G65)

    Board

    Board

    TRANSFORMATION

  • Academic Standards

    Collaboration

    Student Success

    Educated Workforce

    Culture of Trust

    Innovation

    Passion

    Accountability

    StudentCommitment

    Consistency

    Core Values

    Deliver High Quality work Accept Responsibility Serve Our Stakeholders Support Org. Goals Drive Cont. Improvement Acting with Integrity Thinking Critically Managing Change Communicating Effectively

    Core Behaviors

    Our Cultural Core The HCC Way

  • 1. The Entrance Plan

    2. The Transformation Phase 1

    3. The Strategic Plan

    4. Progress Snapshot

    Imagine HCC

  • Enrollment & Awards 2015 Snapshot

    Enrollment TrendUnduplicated Headcount

    Award TrendAll Awards

    75.8

    70.8 69.7

    70.2

    69.3

    60

    62

    64

    66

    68

    70

    72

    74

    76

    78

    80

    Fall 10 Fall 11 Fall 12 Fall 13 Fall 14 Fall 2015

    Th

    ou

    sa

    nd

    s

    8.2

    9.09.8

    11.0

    10.6

    12.9

    6

    8

    10

    12

    14

    16

    18

    AY 10 AY 11 AY 12 AY 13 AY 14 AY 15

    Th

    ou

    sa

    nd

    s

  • All Awards 2010-2015 Trend

  • All Awards 2010-2015 Trend

  • YES89%

    NO11%

    2015

    Dual Credit & Institutional Pride 2015 Snapshot

    Dual Credit Enrollment TrendUnduplicated Headcount

    2013-2015 Recommend HCC% Faculty and Staff Who

    Recommend HCC

    YES80%

    NO20%

    2013

    7.1

    5.95.6

    4.74.7 5.0

    0

    1

    2

    3

    4

    5

    6

    7

    8

    Fall 10 Fall 11 Fall 12 Fall 13 Fall 14 Fall 15

    Th

    ou

    sa

    nd

    s

  • Student Demographics & Awards 2015 Snapshot

    2013-2015 Student Demographics

    #9 4 : All Disciplines

    #6 1 : Minority Grads

    #5 2 : African American Grads

    #5 5 : Asian American Grads

    #8 2 : Hispanic Grads

    2013-2015 RankingsCommunity College Week

    34% 36% : Hispanic

    33% 31% : African American

    13% 14% : Asian American

    16% 15% : White

    04% 04% : Other

  • Abandoned Calls 2015 Snapshot

  • Empower All Stakeholders