Transformation: Phase 2 Presentation 5/25/2016

IMAGINE HOUSTON COMMUNITY COLLEGE 2019A Transformation Journey

1. The Entrance Plan

2. 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

5

6 colleges 629 sq miles 2.4 MM people

Enrollment & Awards

75.8

69.7

6062646668707274767880

Fall 10 Fall 11 Fall 12 Fall 13

Thou

sand

s

Enrollment TrendFallSemesterUnduplicated Headcount

9.0

11.0

6

8

10

12

14

16

18

AY 10 AY 11 AY 12 AY 13Th

ousa

nds

AwardTrendAllAwards

6,1002011-2013decline in Fall Enrollment

2,0002011-2013Increase completers

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

Thou

sand

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DualCreditEnrollment TrendUnduplicated Headcount

2013RecommendHCC%FacultyandStaffWho

RecommendHCC

2,4002010-2013decline in Dual Credit Enrollment

20%2013Employees that would not recommend HCC

Student Demographics & Awards

StudentDemographics

#9- AllDisciplines

#6– MinorityGrads

#5– AfricanAmericanGrads

#5– AsianAmericanGrads

#8– HispanicGrads

African American

33%

Hispanic34%

White16%

Asian13%

Other, 4%

2013RankingsCommunityCollegeWeek

84%2013 Large Minority PopulationEmployees that would not recommend HCC

Financial Points

2014 Budget(inmillions)

Increaseover2013Budget

State App$69

Local Tax$102

Tuition$113

Other, $10Aux Rev,

$154%

2012-2013Increase in Spending

$425MM2012 Bond Election0 projects approvedEscalating building costs

Time (years)

Stakeholder Value

Innovation• Opportunity sweeps• Portfolio Mgmt.

Operational Effectiveness• Improve cost Structure• Increase resource utilization

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.

Customer Relations• Improve value proposition• Improve relations

Good Will• Improve environment• Talent recognition

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.

The Case for Organizational ChangeAnalysis 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 VulnerabilityInstitutional 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.






Imagine HCC

Unknown Known

$21MM2014 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/day12/19/15

From a Trustee: 04/21/16

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%

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 TheoryCHANGE

INTERVENTIONORGANIZATIONAL

TARGET VARIABLESORGANIZATIONAL

OUTCOMES

ORGANIZATIONALDEVELOPMENT

VISION• Purpose• Values• Behaviors

SETTING• Technology• Structure• Physical

IMPROVED ORGANIZATIONAL

PERFORMANCE

ENHANCED INDIVIDUAL

PERFORMANCE

Change TheoryCHANGE

INTERVENTIONORGANIZATIONAL

TARGET VARIABLESORGANIZATIONAL

OUTCOMES

ORGANIZATIONALTRANSFORMATION

VISION• Purpose• Values• Behaviors

SETTING• Technology• Structure• Physical

IMPROVED ORGANIZATIONAL

PERFORMANCE

ENHANCED INDIVIDUAL

PERFORMANCE

Eight Steps to Transformation

1 Establish a Sense of Urgencyo Examine market and competitive realitieso Identify potential crises, challenges

2 Form Guiding Coalitiono Commission influential groupo Lead to form team environment

3 Create a Visiono Clarify directiono Develop strategy to achieve vision

4 Communicate the Visiono Use every method possibleo Teach new behaviors for teaming

5 Empower Others to Acto Get rid of obstacles to changeo Change structures that undermine

6 Plan for Short Term Winso Have visible improvementso Communicate the wins

7 Consolidate Improvementso Redesign policies and practiceso New projects and themes

8 Institutionalize the HCC Wayo Link success to the HCC Wayo 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

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






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 Chancellor’s

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

STRATEGIC PILLARS1. STUDENT SUCCESS

A. Improve student preparedness, readiness and alignmentB. Improve the student experienceC. Increase student completionD. Ensure that instructional programs prepare students for success in current and future working environments

2. ORGANIZATIONAL STEWARDSHIPA. Ensure that the strategic plan serves as the basis for fundingB. Improve and streamline business transactions and processesC. Increase diversity, inclusion and engagement throughout the institut ion

3. PERFORMANCE EXCELLENCEA. Focus on one HCC and consistency of quality experience across the campuses, departments, and facilit iesB. Foster an environment within the institut ion as a compelling place to work and learnC. Employ analytic measures to assess and guide performance excellence

4. INNOVATIONA. Build a culture that champions collaboration, creativity, and innovationB. Increase innovation in teaching and learningC. Expand the use of technology throughout the institut ion

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

A. Improve studentpreparednes s, readiness and alignment

B. Improve thestudent experience

C. Increase studentcompletion

D. Ensure that allinstructional programsprepare students forsuccess in currentand future workingenvironments

A. Ensure that thestrategic plan serves asthe basis for all fundingrequests and approvals

B. Improve and streamline all business transactions and processes

C. Increase diversity,inclusion and engagement throughoutthe institution

A. Focus on one HCC and consistency ofquality experienceacross the campuses,departments, andfacilities

B. Foster an environmentwithin the institution asa compelling place towork and learn

C. Employ analyticmeasures to assessand guide performanceexcellence

A. Build a culture thatchampionscollaboration,creativity, andinnovation.

B. Increaseinnovation in teachingand learning

C. Expand the use oftechnology throughoutthe 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

• Student Commitment• 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






Imagine HCC

Enrollment & Awards 2015 Snapshot

Enrollment TrendUnduplicated Headcount

AwardTrendAllAwards

75.8

70.8 69.770.2

69.3

60

62

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

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8.29.0 9.8

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10.6

12.9

6

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

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All Awards 2010-2015 Trend

YES89%

NO11%

2015

Dual Credit & Institutional Pride 2015 Snapshot

DualCreditEnrollment TrendUnduplicated Headcount

2013-2015RecommendHCC%FacultyandStaffWho

RecommendHCC

YES80%

NO20%

20137.1

5.95.6

4.7 4.7 5.0

0

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

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Student Demographics & Awards 2015 Snapshot

2013-2015 StudentDemographics

#9– 4 : AllDisciplines

#6– 1 :MinorityGrads

#5– 2 :AfricanAmericanGrads

#5– 5 :AsianAmericanGrads

#8– 2 :HispanicGrads

2013-2015 RankingsCommunityCollegeWeek

34%– 36% : Hispanic

33%– 31% :AfricanAmerican

13%– 14% :AsianAmerican

16%– 15% :White

04%– 04% :Other

Financial Measures

$21MMClosed 2014 Budget Gap

$75MM (est)Closed Bond Project Overrun

RatingsRemoved Negative Watch

Tuition Stable, $816 for 12 hours

Fee WaiversEliminated Non-District for DC

$1.5MMScholarships from Aux Funds

$84MMDebt reduction, $12M off schedule

4.5%Maint & Operations tax reduction

$30kRaised tax exemption > 65

Abandoned Calls 2015 Snapshot






Imagine HCC

Trust – Teamwork – Communication

ACADFACULTY

Organization Overview

STUDENTADVISING

ENROLLMENTPLACEMENT

COLLEGEOPS

COE

COLLEGEPRESIDENT

VICE CHANCELLORSTUDENT SERVICES

AVC STUDENT SERVICEENROLLMENTPLACEMENT

RECRUITMENT

COMMUNITYOUTREACH

AVC COMM

DIR OUTREACH DIRCOMM

…

CHANCELLORCABINET

COEFACULTY

VICE CHANCELLORINSTRUCTION

SERVICES

AVC INSTRUCTIONACADEMIC

WFDEANS

…

IT Organizational Analysis ApproachIT is the glue that holds institutions together

IT Findings

• IT Staff have great attitudes and want to help

• Good variety and quality of available technology is a real benefit to students, faculty, and staff

- Chromebook check-out in the library - Distance & Online Education- Support and encouragement to innovate in the classroom- Specialty equipment such as: 3-D Print Labs; MRI & Medical

Technology; TIG/MIG welding• Many innovations are isolated, not shared system-wide

• There are gaps in service that translate to:- Long wait times for help- Confusion on support channels- Diminished website usability- Confusion around important processes, such as registration

BRG Recommendation: Restructuring HCC

61

RASIC Matrix

Current Organization

Transforming HCC Communications

Leadership in Customer Service

Empower All Stakeholders

Ø Customer ServiceØ Total Quality MgmtØ Core ResourcesØ Shared Services

Transformation: Phase 2 Presentation 5/25/2016

Education

Transcript of Transformation: Phase 2 Presentation 5/25/2016