University Leadership Summit: HCC Chancellor Presentation

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Leading During Difficult Times

Cesar Maldonado, Ph.D., P.E.University Leadership Summit

October 21, 2016

The Knowns and Unknowns

7

4

A Transformation Journey

Discovery Design Implementation Experience

5



Service Delivery Area

6 colleges / 629 square miles / 2.4 million people 8

Enrollment Trends

[VALUE]

[VALUE]

60 62 64 66 68 70 72 74 76 78 80

Fall 10 Fall 11 Fall 12 Fall 13

Thou

sand

s

Enrollment Trend Fall Semester Unduplicated Headcount

7.1 5.9

5.5 4.7

0

1

2

3

4

5

6

7

8

Fall 10 Fall 11 Fall 12 Fall 13

Thou

sand

s

Dual Credit Enrollment Trend Unduplicated Headcount

9

Award Trends

9.0

11.0

6

8

10

12

14

16

18

AY 10 AY 11 AY 12 AY 13

Thou

sand

s

Award Trend All Awards

2013 Rankings Community College Week

no.9

All Disciplines

Minority Grads

Asian American Grads

African American Grads

Hispanic Grads

no.1

no.7

no.3no.4

10

Institutional Pride

2013 Recommend HCC % Faculty and Staff Who Recommend HCC

20% Do not recommend

80% Do recommend

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Financial Points

TUITION $113

LOCAL TA

X $102STATE APP $62

AUX REV $15OTHER $10

Increase over 2013budget +4%

2014 Budget (in millions)

Sedentary Bond Projects $425 MM

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Unknown Knowns

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

BOND

PROJECT OVERRUN (EST.)

$75MM

CALL CENTER

DROPPED CALLSPER QUARTER56,400

CURRENTBUDGET GAP

$21MM$ $

13

$

Cultural Assessment

Definitions of leadership say nothing about authority.

60% Hierarchy

20% Parochial

20% Market

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Performance Barriers 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

20% HR Practices

10% Finances

50% Management

20% Procedures

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Core Behaviors

Drive Continuous Imprv 25% 75%

Accept Responsibility 33% 67%

Support Organizational Goals 32% 68%

Adapt to Change 15% 85%

Communicate Effectively 22% 78%

No matter all the planning, unknowns always exist.

Always Sometimes or Never

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Core Values

Collaboration 92%

Culture of Trust 98% 2%

Innovation 27% 73%

Passion 28% 72%

Consistency 94%

Accountability 14% 86%

6%

8%

Always Sometimes or Never

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16

A Transformation Experience

Chief Academic Officer

VC Student Services

Chief Financial Officer

General Counsel

Chief Facilities Officer

Public Information Officer

College President Central

College President Health Science

College President Northeast

College President Northwest

College President Southeast

College President Southwest

VC Planning

Chief Information Officer

Leadership Team Distress

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Entrance Plan Framework

Garza Mitchel, R.L. and Maldonado, C. (2014). Strategic planning for new presidents: Developing an entrance plan. Community College Journal of Research and Practice, 00, p. 1-9.

Finances

Operations Politics

Structure

Entrance Plan

Framework

22

19

Situational Leadership

Leadership Styles

Low

Supp

orti

ve B

ehav

ior

S3 S2

S4 S1

Low Directiveand High SupportiveBehavior

High Directiveand High Supportive

Behavior

Low Directiveand Low SupportiveBehavior

High Directiveand Low Supportive

Behavior

Directive Behavior

High

High

Delegatin

g

Directing

S

uppo

rtin

g

Coaching

Adapted from Hersey, P., Blanchard, K., & Johnson, D. (2008). Management of Organizational Behavior. New Jersey: Pearson Prentice Hall.

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Situational Leadership

D4 D3

Development Level of the Individual

D2 D1

Developed Developing

HighCompetence

HighCommitment

VariableCommitment

Moderate toHigh Competence

LowCommitment

Low to SomeCompetence

HighCommitment

LowCompetence

Leadership Styles

Low

Supp

orti

ve B

ehav

ior

S3 S2

S4 S1

Low Directiveand High SupportiveBehavior

High Directiveand High Supportive

Behavior

Low Directiveand Low SupportiveBehavior

High Directiveand Low Supportive

Behavior

Directive Behavior

High

High

Delegatin

g

Directing

S

uppo

rtin

g

Coaching

Adapted from Hersey, P., Blanchard, K., & Johnson, D. (2008). Management of Organizational Behavior. New Jersey: Pearson Prentice Hall.

Development Level of the Organization (Individual)

Direct Coach Support Delegate

Organizational Lifecycle

Adapted from “The Lifecycle of Social Systems” (p. 38), in Meaning, by C. Havener, 2001, Minneapolis, MN: Beaver’s Pond Press.

T I M E

OR

GA

NIZ

AT

ION

AL

PE

RF

OR

MA

NC

E

GROWTH DECLINE DISSOLUTION

PHASE III-A DEGENERATIVE

PHASE III-B INTEGRATIVE

PHASE II NORMATIVE

PHASE I FORMATIVE

BREAKPOINT #1 BREAKPOINT #2

GOOD MANAGEMENTGOOD MANAGEMENT

SURVIVALSURVIVAL

PEAK MATURITY

GOOD TO GREAT LEADERSHIP GOOD TO GREAT LEADERSHIP

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Time (years)

Stakeholder Value

($)

Long-Term Growth inStakeholder Value

ServiceInnovation

StudentManagement

Operational Effectiveness

Horizon 1 Horizon 3Horizon 2

Customer Management

Processes

Operations Management

ProcessesInnovationProcesses

1 2 3 4 5

Tech Transfer H2 -> H1

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Eight Steps to Transformation

Adapted from Leading Change: Why Transformation Efforts Fail, by J.P. Kotter, 2007, Boston, MA: Harvard Business Review Press.

Urgency

Coalition

Vision

Communicate

Empower

Plan

Consolidate

Institutionalize

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Establish a Sense of Urgency

The Case for Organizational Change

•  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

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Form Guiding Coalition – G65

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Create a Vision

1.  Leverage our size and resources

2.  Have a clear vision

3. Eliminate inefficiencies 4.  Align priorities across the system

5. Create opportunities

1.  A more efficient college

2.  A more interconnected college

3.  A more responsive college

4.  A more aligned college

5.  A more innovative college

6.  A more successful student and graduate

Organizational Drivers Desired Future State

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The HCC Vision

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. 28

The Ultimate Student Experience

C O M P E T E N C I E S

T R A N S F O R M A T I O NV I S I O N

H C C

C O R E V A L U E S

M I S S I O N

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

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. ORGANIZATIONALSTEWARDSHIP

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. PERFORMANCEEXCELLENCE

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

IV. INNOVATION

Focus

Foster

Employ

Improve

Increase

Ensure

Serve

Process

Engage

Build

Teach

Expand

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Focus on Strategy Change Leadership •  Mobilization •  Governance processes •  Focus on strategy

Strategic Alignment •  Link to budgets •  Analytics feedback •  Learning and adjusting

Strategic Focus •  Strategic awareness •  Strategic readiness •  Strategic scorecards

Organizational Alignment •  Corporate role •  College synergies •  Shared service synergies

Translate Strategy •  Operational processes •  Continual improvement •  Execute plan

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Organizational Alignment

INSTRUCTION STUDENT SERVICES

FINANCE & ADMINISTRATION

SUSTAINABILITY LEGAL & COMPLIANCE COMMUNICATION

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KIMBERLY BEATTY VC for Instructional

Services

STEPHEN LEVEY AVC for Instructional

Services

XXX Dean Life & Natural

Science

XXX *Dean Business (COE, Northeast

College)

XXX Dean

Mathematics

XXX Dean English & Comm.

XXX Dean Social &

Behavioral Science

XXX Dean Liberal Arts,

Humanities & Education

XXX Dir CoE

Virtual College

CATHERINE O’BRIEN AVC for College

Readiness

XXX Dean of College

Readiness

DAVID JOOST Dir Adult Basic

Education

XXX Dir P-16 Initiatives

MADELINE BURILLO AVC for Technical

Education

XXX Dean Continuing

Education

MATIAS GARZA Dir Operations

DAWNICA JACKSON Dir Marketing

XXX Dir Perkins

Deans/Dir Centers of

Excellence

XXX Exec Dir Curriculum &

Instructional Assessment

XXX Dir, Visual &

Performing Arts

XXX Exec Dir Honors & Weekend College

JUDY CANTWELL Dir SACS & Compliance

DAVID DIEHL Dir Faculty Academy

CESAR MALDONADO Chancellor

HOUSTON COMMUNITY COLLEGE BOARD OF TRUSTEES

VALERIE SIMPSON Associate General

Counsel & Compliance Officer

SANDRA GARCIA Associate General

Counsel

ASHLEY SMITH Acting General

Counsel

FREDERICA GUTHRIE Communication Officer

REMMELE YOUNG AVC Governmental

Relations

DAVID CROSS Dir EEO/Compliance

GWEN DRUMGOOLE Manager Risk Management

XX Manager Records

Retention

XXX Dir HCC-TV

SHEILA BRIONES Dir Community Development

JOSEPH CONWAY Dir Print & E-Media

Community Outreach Senior Writer

Budget Analyst

INSTRUCTION) FINANCE)&)ADMIN)

LEGAL)&)COMPLIANCE) COMMUNICATION)SUSTAINABILITY)

JENNIFER HOLMES Dir Entrep. Initiatives/Community Relations

MAYA DURNOVO Chief Entrepreneurial

Init. Officer

MARTHA OBURN Exec Dir

Institutional Research & Innovation

EDMUND HEROD VC for Innovation,

Planning & Institutional Analytics

CATHERINE LANDRY Exec Dir Goldman

Sachs (Grant funded)

JANICE JACQUES Dir Grants

Development

MARIO HEREDIA Dir Research Support

Services

GIGI DO Exec Dir

International Initiatives

Planning & Budget

Procurement

Financial Aid

TERI ZAMORA VC for Financial &

Administrative Services

WILLIAM CARTER VC Information

Technology

Information Technology

JANET MAY Chief Human

Resource Officer

Human Resources

CHARLES SMITH Chief Facilities Officer

Facilities

KARLA BENDER Controller

ROGELIO ANASAGASTI

Exec Dir Procurement

GREG CUNNINGHAM Chief HCC Police

Police

RON DEFALCO Treasurer

Treasury Operations

JOELLEN SOUCIER Exec Dir Financial Aid

XXX Exec Dir Libraries

Corrections Apprenticeships Center for Health

Science Professions

XXX Exec Dir

Success & Completion

IRENE PORCARELLO Interim VC for Student

Services

RUDY SOLIZ Interim President SE

College

College Operations Student Services

XXX Dir CoE

Material Science

XXX Dir CoE Logistics

MARGARET FORD-FISHER

President NE College

College Operations

Student Services

ZACHARY HODGES President NW College

College

Operations

Student Services

XXX Dir CoE

Engineering

XXX Dir CoE

Media Arts & Technology

XXX Dean CoE

Global Energy Institute

XXX Dir CoE

Public Safety Institute

XXX CoE

*Transportation

WILLIAM HARMON President Central

College


PHILLIP NICOTERA President Coleman

College


XXX Dean CoE

Health Sciences

XXX Dir CoE

Consumer Arts Sciences

XXX Dir CoE

Construction

XXX *CoE

Aviation

CHERYL STERLING AVC, Student Success

PARVIN BAGHERPOUR AVC International Student Services

XXX Exec Dir Student

Learning & Support

District Student Services

Instructional Learning Support

District International Student Services

FENA GARZA President SW

College


XXX Dir CoE

Adv Manufacturing

XXX Dir CoE

Digital & Info Technology

XXX ** CoE

Robotics

New/)Repurposed)posi?on)

Change)in)Repor?ng)Structure)

STUDENT)SERVICES)

Created Nov/Dec 2015

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Student Svc

Fin & Admin

Gen Counsel

Planning & IE

Com & Marketing

Instruction

Organizational Alignment – A Functional View

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Value Zone (delivery)

Enabler Zone (resource mgmt)

Strategy

conceptual view

Centering Excellence and Connecting Community

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Transformation – Phase 1 Timeline

Oct Apr Mar Feb Jan Dec Nov Sept 2014 2015

May Jun Jul

G65 and Faculty Senate Organizational Identity

Building on Strategy Session

President Pitch for Centers of Excellence

Business Model Development

Myers-Briggs Type Indicator

Charge to G13 and G65 Organizational Structure

Organizational Assessments

Vision Statement

Transformation Presentation to Board

Defining Centers of Excellence

All College Day and State of the College COE Unveil

Transformation Organizational Structure Unveiled to Leadership

Chat w/ Chancellor Campus Feedback Sessions

Student Feedback Session

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Phase 2 Functional Empower Others to Act

Instructional Services Police Department Human Resources

Financial Aid Treasury Department Student Financial Services

Functional Area Restructuring

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Plan for Short Term Wins Instructional Services Accomplishments

Expanded instructionalprofessional developmentwith 408 faculty requesting$514,418 in funds

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Enrollment Trends

Fall Enrollment Unduplicated Headcount

Dual Credit Enrollment Trend Unduplicated Headcount

60

65

70

75

80

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

Thou

sand

s

36

Award Trends

Award Trend All Awards

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All Disciplines Minorities African American Asian Hispanic

1

2

3

4

5

6

7

8

9

Student Success Rankings

Community College Week. (2016, September 27). Top 100 Charts. Retrieved from Community College Week: http://ccweek.com/articles.sec-17-1-top-100-charts.html.

27% Increase

(1,281 Students)

32% Increase

(1,026 Students)

28% Increase

(347 Students)

26% Increase

(144 Students)

39% Increase

(532 Students)

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2015 Recommend HCC % Faculty and Staff Who Recommend HCC

10% Do not recommend

90% Do recommend

Institutional Pride

42

Abandoned Calls

0

10

20

30

40

50

60

Janu

ary

Februa

ry

March

April

May

June

July

August

Septem

ber

Octob

er

Novem

ber

Decembe

r

Janu

ary

Februa

ry

March

April

May

June

July

August

Septem

ber

Octob

er

Novem

ber

Decembe

r

Janu

ary

Februa

ry

March

April

May

June

July

August

2014 2015 2016

PERC

ENTA

GE

Abandoned Calls

56,400 in 2014Q1

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Call Center Dashboard - Financial Aid

Phase 2 Functional

Communications Sustainability/Planning and Institutional Effectiveness Student Services Information Technology

Educational Technology Services Adult Basic Education Division of Extended

Learning

Empower Others to Act Functional Area Restructuring

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•  Academic Standards

•  Collaboration

•  Student Success

•  Educated Workforce

•  Culture of Trust

•  Innovation

•  Passion

•  Accountability

•  Student Commitment

•  Consistency

Core Values

Institutionalize the HCC Way – Our Cultural Core

•  Deliver High Quality Work

•  Accept Responsibility

•  Serve Our Stakeholders

•  Support Organizational Goals

•  Drive Continuous Improvement

•  Act with Integrity

•  Think Critically

•  Manage Change

•  Communicate Effectively

Core Behaviors

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FORWARD Campaign

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FORWARD Alignment With Values and Behaviors

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Strategic Plan Summary

9 Trustees

13 Executive Team Members

63 System Planning Participants

4,275 Students

3,262 Faculty/Staff

751 Community Members

Conversations and Planning are Key

6 colleges, 350 attendees, and 180 comments during Chancellor Listening Tours 471 unique objectives captured in external meetings 22 hours of transcribed tape 850 internal survey responses 906 external survey responses (including students) 1,667 open comments from survey

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50 Houston Community College

University Leadership Summit: HCC Chancellor Presentation

Education

Transcript of University Leadership Summit: HCC Chancellor Presentation