HCC Transformation Phase 2 Fall 2016 Update

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Transcript of HCC Transformation Phase 2 Fall 2016 Update

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Transformation Phase 2.3October 25, 2016

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Academic StandardsCollaborationStudent SuccessEducated WorkforceCulture of TrustInnovationPassionAccountabilityStudent CommitmentConsistencyCore ValuesThe HCC Way Our Cultural CoreDeliver High Quality Work Accept ResponsibilityServe Our StakeholdersSupport Organizational GoalsDrive Continuous ImprovementAct with IntegrityThink CriticallyManage Change Communicate EffectivelyCore Behaviors

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Create a VisionLeverage our size and resources

Have a clear vision

3. Eliminate inefficiencies

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 graduateOrganizational DriversDesired Future State4

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The HCC VisionHCC 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.The Ultimate Student Experience5

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Focus

Foster

EmployImprove

Increase

EnsureServe

Process

EngageBuild

Teach

Expand6

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HCC IMAGINE 2019 - our strategic plan.

Focus on StrategyChange LeadershipMobilizationGovernance processesFocus on strategyStrategic Alignment Link to budgetsAnalytics feedbackLearning and adjustingStrategic FocusStrategic awarenessStrategic readinessStrategic scorecardsOrganizational Alignment Corporate roleCollege synergiesShared service synergiesTranslate Strategy Operational processesContinual improvementExecute plan7

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Organizational Alignment Divisional View8

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Created Nov/Dec 20159

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#Organizational Alignment Functional View10

Value Zone(delivery)Empowerment Zone(resource mgmt)Strategy

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This model allows for an easily illustrated impact of dominants.

Dominants can be promoters or detractors. They behave like cultural Tops. They see themselves as doing the rright thing - and typically see with clarity.

People can be dominants and hold positions in the Tops, Bottoms, or Middles. When the delivery space do not have dominants, that is, dominants are concentrated in the Tops, the prospects of sustained transformation are severely limited. Therefore change leaders for this condition.

Players are students, business, government, etc. The pass thorough the orbits with varying degrees of gravitational disruption.

Student Services Redesign Criteria11Be aligned with the strategic plan.Improve student satisfaction.Empower delegation to the Value Zone.Right size span of managementImprove communications.Reduce process (cycle) time.The new structure should:

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#Matching Structure to Strategy

Basic StructuresFunctionalUndifferentiated marketScale of expertiseLong life cyclesCommon standardsGeographicalService on siteAppear localGeographic marketLow transport costProcessPotential for changeNeed for reduced cycleStrong alt to functionalReduced costs12

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Matching Structure to Strategy

Basic StructuresFunctionalUndifferentiated marketScale of expertiseLong life cyclesCommon standardsGeographicalService on siteAppear localGeographic marketLow transport costProcessPotential for changeNeed for reduced cycleStrong alt to functionalReduced costs13

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Matching Structure to Strategy

Basic StructuresFunctionalUndifferentiated marketScale of expertiseLong life cyclesCommon standardsGeographicalService on siteAppear localGeographic marketLow transport costProcessPotential for changeNeed for reduced cycleStrong alt to functionalReduced costs14Reinforcing lateral constructs are key to hybrid structure

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2003

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#Abandoned Calls56,400 in 2014Q118

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#Source: Call Center Statistics, as of 9/11/16, HCC Office of Information Technology

Call Center Dashboard - Financial Aid

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#HCC Police Transformation

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#Material CoveredWhyHowBenefitsFor Police & youWhenDecision points moving forward21

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#Why?The challenge was to improve police and security service delivery and qualityacross the district.

The plan was developed by the District Lieutenants as their best recommendation to improve our Department and service to you the communityThe group studied and mapped data:Crime reports and calls for police servicesPopulation in the in each building, over each week & dayResponse times, for staff to arrive at scenes Quality of service/training/operations

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Why? Part 2Identified core servicesClustered patrol beats without regard for college geographyIdentified training needs for the police

The mission was to improve safety:

Assign people where they are neededEnsure officers movements are fluid and able to move to problems as they occurEnsure higher levels of safety by having multiple units assigned to each call when needed Deploy more supervisors to be hands on at incidents to ensure quality outcomes

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#How?All police and security staff will work four (4) 10 hour shifts each week. This provides shift overlap on every shift to:

Provide coverage during Roll Call periodsDouble the number of staff available during peak service timesNever leave the college without out police staff to serve them

Provide Command Level leadership on each shift24

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#How? Part 2Mobility:Move multiple people to calls for service, for officer safety andmanagement of more serious incidents and assign them to differentjobs/assignments over a single work day where they can bring value

Campus familiarity: Now 2 or 3 officers know your campus. With this plan, 30officers will be familiar the first year, and more the second year

Community policing is not, one and the same officer everyday it is teams ofofficers who know the community and the geography who work together with thecommunity to identify, and correct problems. More familiarity and eyes, see andcorrect more issues25

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#Before and AfterDay and Night Shifts When complete:

Increase in police supervision

Increase in police officers, especially during peak times

Campuses will continue to have foot/bike and vehicle patrol26

#BenefitsCommanders on all shiftsThe Staff work and train in teams (improve emergency response)Additional supervision in the field monitoring workAdditional opportunities for police to exercise all their skills due to changing assignments Leverage security CCTV and access control systems betterConsistent services to all campusesConsolidated communication and messaging to staff; life saving material like this:https://www.dea.gov/video_clips/Fentanyl%20Roll%20Call%20Video.mp4More assets available when neededOfficers will learn and get to know more members of the community and campuses

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When?New Headquarters is completeLieutenants move Oct 24Sergeants and Corporals move Nov 7Police move Nov 28Security move Jan 2

You will begin to see changes in people and coverages after Nov 28 28

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#Impact on CampusUpcoming Changes communication channelsUse the new non-emergency service line/on-line request for all special nonemergency services

Emergency or need police now! 8-8888An event or need something tomorrow. 8-8190 or by Winter Break request on line at the police website (being developed now)Need police to speak at your event? 8-8190Having a major event and need parking control? 8-8190Need an officer assigned to a meeting or event? 8-8190 29

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#Impact on the Campus Upcoming Changes Items to be managed by colleges Small event parking (cone placement) Report your schedules (open/closed/holiday etc.) 8-8190 will develop protocolDistribute parking pass holders, maps and general information to faculty, students and staff at your information countersTake ownership of opening and closing your campus until the security retrofit is complete - Police will visit with each COO to coordinateif you have a Campus Manager please open your building; if you have multiple buildings on a campus, police will continue to help Facilities suggestion to common key classrooms and issue keys to faculty enables the Campus tech to manage perimeter doors rather than classroom unlocking (a possible solution for all) 30

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Houston Community College31

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Loop for STEM opening

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