hcc transformation journey: hcc presentation at acct 2016

46

Upload: houston-community-college

Post on 23-Jan-2018

958 views

Category:

Education


4 download

TRANSCRIPT

Page 1: HCC Transformation Journey: HCC Presentation at ACCT 2016
Page 2: HCC Transformation Journey: HCC Presentation at ACCT 2016

A Transformation Journey

2

Discovery Design Implementation Experience

Page 3: HCC Transformation Journey: HCC Presentation at ACCT 2016

A Transformation Journey

14

Discovery Design Implementation Experience

Page 4: HCC Transformation Journey: HCC Presentation at ACCT 2016

The Knowns and Unknowns

3

Page 5: HCC Transformation Journey: HCC Presentation at ACCT 2016

Service Delivery Area

6 colleges / 629 sq miles / 2.4 MM people 4

Page 6: HCC Transformation Journey: HCC Presentation at ACCT 2016

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

5

Page 7: HCC Transformation Journey: HCC Presentation at ACCT 2016

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

6

Page 8: HCC Transformation Journey: HCC Presentation at ACCT 2016

Institutional Pride

2013 Recommend HCC % Faculty and Staff Who Recommend HCC

7

20% Do not recommend

80% Do recommend

Page 9: HCC Transformation Journey: HCC Presentation at ACCT 2016

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

Page 10: HCC Transformation Journey: HCC Presentation at ACCT 2016

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

$21MM$ $

Page 11: HCC Transformation Journey: HCC Presentation at ACCT 2016

Cultural Assessment

Definitions of leadership say nothing about authority.

10

60% Hierarchy

20% Parochial

20% Market

Page 12: HCC Transformation Journey: HCC Presentation at ACCT 2016

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

11

50% Management

20% Procedures

Page 13: HCC Transformation Journey: HCC Presentation at ACCT 2016

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

12

Page 14: HCC Transformation Journey: HCC Presentation at ACCT 2016

Core Values

Collaboration 92%

Culture of Trust 98% 2%

Innovation 27% 73%

Passion 28% 72%

Consistency 94%

Accountability 14% 86%

13

6%

8%

Always Sometimes or Never

Page 15: HCC Transformation Journey: HCC Presentation at ACCT 2016

A Transformation Experience

14

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

Page 16: HCC Transformation Journey: HCC Presentation at ACCT 2016

A Transformation Journey

14

Discovery Design Implementation Experience

Page 17: HCC Transformation Journey: HCC Presentation at ACCT 2016

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

Page 18: HCC Transformation Journey: HCC Presentation at ACCT 2016

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

16

Tech Transfer H2 -> H1

Page 19: HCC Transformation Journey: HCC Presentation at ACCT 2016

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.

18

Finances

Operations Politics

Structure

Entrance Plan

Framework

Page 20: HCC Transformation Journey: HCC Presentation at ACCT 2016

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

Page 21: HCC Transformation Journey: HCC Presentation at ACCT 2016

A Transformation Journey

20

Discovery Design Implementation Experience

Page 22: HCC Transformation Journey: HCC Presentation at ACCT 2016

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

21

Page 23: HCC Transformation Journey: HCC Presentation at ACCT 2016

Form Guiding Coalition – G65

22

Page 24: HCC Transformation Journey: HCC Presentation at ACCT 2016

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

23

Page 25: HCC Transformation Journey: HCC Presentation at ACCT 2016

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

Page 26: HCC Transformation Journey: HCC Presentation at ACCT 2016

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

Page 27: HCC Transformation Journey: HCC Presentation at ACCT 2016

Organizational Alignment

INSTRUCTION STUDENT SERVICES

FINANCE & ADMINISTRATION

SUSTAINABILITY LEGAL & COMPLIANCE COMMUNICATION

Page 28: HCC Transformation Journey: HCC Presentation at ACCT 2016

conceptual view

Centering Excellence and Connecting Community

25

Page 29: HCC Transformation Journey: HCC Presentation at ACCT 2016

27

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

Page 30: HCC Transformation Journey: HCC Presentation at ACCT 2016

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

29

Page 31: HCC Transformation Journey: HCC Presentation at ACCT 2016

Phase 2 Functional Empower Others to Act

Instructional Services Police Department Human Resources

Financial Aid Treasury Department Student Financial Services

Functional Area Restructuring

28

Page 32: HCC Transformation Journey: HCC Presentation at ACCT 2016

Plan for Short Term Wins Instructional Services Accomplishments

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

30

Page 33: HCC Transformation Journey: HCC Presentation at ACCT 2016

Enrollment Trends

Total Student Enrollment Unduplicated Headcount

Dual Credit Enrollment Trend Unduplicated Headcount

31

60  

65  

70  

75  

80  

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

Thou

sand

s  

Page 34: HCC Transformation Journey: HCC Presentation at ACCT 2016

Award Trends

Award Trend All Awards

32

Page 35: HCC Transformation Journey: HCC Presentation at ACCT 2016

All Disciplines Minorities African American Asian Hispanic

1

2

3

4

5

6

7

8

9

Student Success Rankings

33

Page 36: HCC Transformation Journey: HCC Presentation at ACCT 2016

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)

Page 37: HCC Transformation Journey: HCC Presentation at ACCT 2016

Institutional Pride

2015 Recommend HCC % Faculty and Staff Who Recommend HCC

10% Do not recommend

90% Recommend

35

Page 38: HCC Transformation Journey: HCC Presentation at ACCT 2016

Abandoned Calls

36

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  

Page 39: HCC Transformation Journey: HCC Presentation at ACCT 2016

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

Page 40: HCC Transformation Journey: HCC Presentation at ACCT 2016

Call Center Dashboard - Financial Aid

Page 41: HCC Transformation Journey: HCC Presentation at ACCT 2016

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

37

Page 42: HCC Transformation Journey: HCC Presentation at ACCT 2016

•  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

38

Page 43: HCC Transformation Journey: HCC Presentation at ACCT 2016

FORWARD Campaign

39

Page 44: HCC Transformation Journey: HCC Presentation at ACCT 2016

FORWARD Alignment With Values and Behaviors

40

Page 45: HCC Transformation Journey: HCC Presentation at ACCT 2016

A Transformation Journey

41

Discovery Design Implementation Experience

Page 46: HCC Transformation Journey: HCC Presentation at ACCT 2016

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.

42