hcc transformation journey: hcc presentation at acct 2016
TRANSCRIPT
A Transformation Journey
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Discovery Design Implementation Experience
A Transformation Journey
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Discovery Design Implementation Experience
The Knowns and Unknowns
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Service Delivery Area
6 colleges / 629 sq miles / 2.4 MM people 4
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
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Dual Credit Enrollment Trend Unduplicated Headcount
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Award Trends
9.0
11.0
6
8
10
12
14
16
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AY 10 AY 11 AY 12 AY 13
Thou
sand
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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
6
Institutional Pride
2013 Recommend HCC % Faculty and Staff Who Recommend HCC
7
20% Do not recommend
80% Do recommend
Financial Points
TUITION $113
LOCAL TA
X $102STATE APP $62
AUX REV $15OTHER $10
Increase over 2013budget +4%
2014 Budget (in millions) 8
Sedentary Bond Projects $425 MM
Unknown Knowns
Every system is perfectly designed to produce what it is producing.
BOND
PROJECT OVERRUN (EST.)
$75MM
9
CALL CENTER
DROPPED CALLSPER QUARTER56,400
CURRENTBUDGET GAP
$21MM$ $
Cultural Assessment
Definitions of leadership say nothing about authority.
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60% Hierarchy
20% Parochial
20% Market
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
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50% Management
20% Procedures
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%
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6%
8%
Always Sometimes or Never
A Transformation Experience
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Chief Academic Officer
VC Student Services
Chief Financial Officer
General Counsel
Chief Facilities Officer
Public Information Officer
College President Central
College President Health Sci
College President Northeast
College President Northwest
College President Southeast
College President Southwest
VC Planning
Chief Information Officer
Leadership Team Stress
A Transformation Journey
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Discovery Design Implementation Experience
Organizational Lifecycle
Adapted from “The Lifecycle of Social Systems” (p. 38), in Meaning, by C. Havener, 2001, Minneapolis, MN: Beaver’s Pond Press. 15
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
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
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Tech Transfer H2 -> H1
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.
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Finances
Operations Politics
Structure
Entrance Plan
Framework
Eight Steps to Transformation
Adapted from Leading Change: Why Transformation Efforts Fail, by J.P. Kotter, 2007, Boston, MA: Harvard Business Review Press. 19
Urgency
Coalition
Vision
Communicate
Empower
Plan
Consolidate
Institutionalize
A Transformation Journey
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Discovery Design Implementation Experience
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
• 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 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. 24
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
Organizational Alignment
INSTRUCTION STUDENT SERVICES
FINANCE & ADMINISTRATION
SUSTAINABILITY LEGAL & COMPLIANCE COMMUNICATION
conceptual view
Centering Excellence and Connecting Community
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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
Transformation – Phase 1 Timeline
Oct Apr Mar Feb Jan Dec Nov Sept 2014 2015
May Jun Jul
G65 Organizational Identity
Org Values
Building on Strategy Session
President Pitch for COE
Org Structure
President Pro. Business Canvas
MBTI
Team Building/ Business Model
Charge to G13 Org Structure
Organizational Assessments
Vision Statement
Transformation Presentation
Defining Centers of Excellence
All College Day & State of the College COE Unveil
Transformation Org Structure
Chat w/ Chancellor All Campuses Feedback Sessions
Student Advisory 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
Total Student Enrollment Unduplicated Headcount
Dual Credit Enrollment Trend Unduplicated Headcount
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60
65
70
75
80
Fall 10 Fall 11 Fall 12 Fall 13 Fall 14 Fall 15
Thou
sand
s
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
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All Disciplines Minorities African American Asian Hispanic
1
2
3
4
5
6
7
8
9
Student Success Rankings
34 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)
Institutional Pride
2015 Recommend HCC % Faculty and Staff Who Recommend HCC
10% Do not recommend
90% Recommend
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Abandoned Calls
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0
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60
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ary
Februa
ry
March
April
May
June
July
August
Septem
ber
Octob
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Novem
ber
Decembe
r
Janu
ary
Februa
ry
March
April
May
June
July
August
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Novem
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May
June
July
August
2014 2015 2016
PERC
ENTA
GE
Abandoned Calls
Call Center – 3 Year Trend
60%
73% 79%
90%
40%
27% 21%
10% 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
FY 2014 FY 2015 FY 2016 GOAL
Perc
ent o
f Tot
al C
alls
TOTAL CALLS HANDLED
Calls Abandoned 98% DECREASE
Calls Handled 30% INCREASE
Reasons for Improvements
• Focus on Student Success
• Increase in # of FT staff
• Use of data to drive the
scheduling of staff
• Dashboards developed to
provide real time monitoring
of each Call Center
• Improvements in call routing
and management
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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A Transformation Journey
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Discovery Design Implementation Experience
Lessons Learned
1. A strong and clear vision and definitive commitment from the Board is essential to a successful transformation. Promulgate the vision rapidly throughout the institution.
2. Ongoing and consistent communication with the Board (and the organization) is critical to success of the transformation.
3. The executive leadership must be situationally aware and sensitive to the transformation’s impact on multiple audiences. Successful organizations understand that their culture is unique and requires constant nurturing.
4. Slow is fast during a transformation. Once the cadence is established, it is difficult to regain momentum if you lose focus.
5. Identify key performance indicators early in the transformation process. Collect data on a regular basis throughout the process and use the data to drive initiative decisions.
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