Alamo Community Colleges Performance Management System

1. Ensure all employees are familiar with the Baldrige initiative and the ACCD strategic plan. 2. Describe the environment that drives the plan 3. Describe the key components of the strategic model, the Board's priorities, and the four drivers. 4. Describe the key performance indicators (KPIs) and the transition to the performance budget. Objectives

Baldrige Education Criteria for Performance Excellence Framework 4 Measurement, Analysis, and Knowledge Management 1 Leadership Organizational Profile: Environment, Relationships, and Challenges 2 Strategic Planning 3 Student, Customer & Community Focus 5 Employee Focus 6 Process Management 7 Results

Malcolm Baldrige National Quality Program The Alamo Community Colleges will embrace the Baldrige Education Criteria as a performance excellence framework to: Develop/sustain a culture of high performance Benchmark best practices Determine opportunities for improvement Focus on results and outcomes Establish accountability Engage students, employees, and the community Achieve the ACCD vision

Global Landscape ( Environmental Scan ) THE WORLD IS FLAT –Rapidly changing global economy –Technology leapfrogs borders transforming workplace and home –American workers at every level are in direct competition with workers in every corner of the globe –Global benchmarks for educational performance Greater educational accountability demanded by taxpayers and government

National Landscape ( Environmental Scan ) Fewer $ for Education –Premium on expense management, operating efficiencies, the generation of “non-traditional” sources of revenue and fund campaigns. Demands for Education –Demographic Imperatives –No Child Left Behind –Worker Productivity in Global Context Dissatisfaction with Educational Performance –Commission on the Future of Higher Education –“Tough Choices or Tough Times” – The New Commission on the Skills of the American Workforce

San Antonio Landscape ( Environmental Scan ) San Antonio ranks 4th in # post HS students High School Graduation Rate: Bexar County ranked 238 of 254 Dropout Rate 34th highest of 254 (220 had lower rate) Texas ranks 19th in 5 year job creation Shifting Demographics “Closing the Gaps” Dissatisfaction with educational performance and costs –Accountability - HB1 P - 16 Movement Vertical Alignment of Curricula Student Pathways (tracking)

TOUGH CHOICES OR TOUGH TIMES ( “It is time for us to stop tinkering at the edges of the educational enterprise. What I find most appealing about the commission’s recommendations is that it represents a total overhaul of how we do the business of education. The commission is telling us we need to stop rearranging the deck chairs on the Titanic, reinvest the resources we have, and turn the ship in a new direction.” James Pellegrino, Distinguished Professor of Cognitive Psychology and Education, University of Illinois at Chicago.

TOUGH CHOICES OR TOUGH TIMES “Very high levels of preparation in reading, writing, speaking, mathematics, science, literature, history and the arts will be an indispensable foundation for everything that comes after (technology) for most members of the workforce.”

TOUGH CHOICES OR TOUGH TIMES “…be comfortable with ideas and abstractions, good at both analysis and synthesis, creative and innovative, self- disciplined and well organized, able to learn very quickly and work well as a member of a team and have the flexibility to adapt quickly as shifts in the market become faster and more dramatic.”

VISION THE ALAMO COMMUNITY COLLEGES WILL BE THE BEST IN THE NATION

MY VISION Become the best district Every student receives maximum benefit regardless of the college she/he attends BEST PLACE TO WORK We continuously explore the What if’s? We replace “competition” with “family” COLLEGE FOR ALL Our Communities fully support the ACCD No, I don’t want every college to be the same! –Maximize/communicate unique qualities of each! –We benchmark the highest standards and best practices

VALUES (UNDER DEVELOPMENT)

MISSION EMPOWERING OUR DIVERSE COMMUNITIES FOR SUCCESS

STRATEGIC GOALS

Strategies Capital Improvement Program (CIP) Board’s Strategic Plan - 5 GOALS - 4 DRIVERS RECRUITMENT RETENTION COMPLETION CLUSTERS

Board’s Priorities 1. Identify Community Relations Weaknesses 2. Identify District Operational Weaknesses 3. Assess and Address IT Weaknesses 4. Determine Metrics 5. Define Desired Culture 6. Identify Key Senior Staffing Requirements 7. Focus on Bond and Capital Improvement Program (CIP) Impacts

Do the implementation Do the implementation Continuous Process Improvement Continuous Process Improvement Check effectiveness and act to improve Check effectiveness and act to improve Find process to improve Find process to improve Organize for improvement Organize for improvement Clarify knowledge of process Clarify knowledge of process Understand process needs Understand process needs Select strategy for improvement Select strategy for improvement Plan how to implement process Plan how to implement process FOCUS PDCA Process Improvement

Strategic Priorities by Baldrige Category 1.Leadership Organizing Principles Leadership Development 2.Strategic Planning Annexation Values Define Desired Culture in Context of Strategic Plan Baldrige Process Best Community College Texas School Performance Review (TSPR)

Strategic Priorities by Baldrige Category 3. Student, Stakeholder, & Community Focus Marketing Gov. Relations Awards/Celebrations Foundation Achieving the Dream Recruitment Retention Completion Clusters Teaching & Learning Internships International Education

Strategic Priorities by Baldrige Category 4.Measurement, Analysis, Knowledge Management Assess and Address IT Weaknesses Metrics (KPI’s) Address External Audit Recommendations 5.Employee Focus Identify Key Sr. Staffing Requirements & Employ Best Place to Work Employee Development Employee Evaluation Employee Benefits/ Comp Plan Employee Orientation Job Descriptions Employee Hiring Philosophy

Strategic Priorities by Baldrige Category 6.Process Management Identify District Structural Weaknesses Focus on Bond/Capital Improvement Program Impacts Planning and Budgeting Linked 7. Results Student Success

VISIONMISSIONVALUESOUTCOME GOALSSTRATEGIES KEY PERFORMANCE INDICATORS Metrics, Benchmarks, Targets ACTION PLANS ACTION PLAN PRIORITIES TASKS PERFORMANCE BUDGET Planning Hierarchy Flowchart

STRATEGIC PLANNING AND BUDGETING SYSTEM ALAMO COMMUNITY COLLEGES Performance Budget Strategic PlanBudget

Alamo Community Colleges Performance Management College/Division Strategic Plan TracDat Data Alignment Information Banner Information Data BALDRIGE CRITERIA Data Information SAS SPM STRATEGIC PERFORMANCE MANAGEMENT

KEY PERFORMANCE INDICATORS BY DRIVER RECRUITMENT 1.Partnership Expansion 2.Community Relationship 3.Market Penetration 4.Student Enrollment* 5.Financial Access* RETENTION 6.Program/Service Assessment 7.Student Engagement 8.Teaching and Learning* 9.Process Efficiency 10.Student Progress* 11.AtD Progress COMPLETION 12.Program Completion* 13.Graduation* 14.Transfer* CLUSTERS 15. Workforce Program Effectiveness 16. Workforce Training* 17.Workforce Success OTHER (OPERATIONS) 18.Communication 19.Financial Management 20.Regulatory Compliance 21.Human Resources Management 22.Economic Advancement 23.Facilities * THECB KPI Measures

Benchmarking ACCD ranks 6th in placement rate of workforce grads among Texas community colleges. (KPI #17, WORKFORCE SUCCESS) –92% vs. 95% San Jacinto (#1)

Strategies and Action Plans Achieve goal III, Workforce Development –Establish target from benchmarking San Jacinto Rank #1 in Texas by increasing placement rates from 92% to 95% ( = increase 52 workforce grads from 1,586 to 1,638) Establish Strategies to Achieve Target (District, College) Determine Action Plans (department) Determine Tasks (unit, individual) Determine Budget / Funds Evaluate / Refine / New Approach

KPIs, BENCHMARKS, AND TARGETS KPI # 3, Market Penetration BENCHMARK KPI Measure: Fall Participation Rate in Service Area. ACCD = 4.2% Miami Dade = 5.8% TARGET Benchmark – Current Status ( 5.8 – 4.2 = 1.6 ) 1.6 % or 25,382 additional students over 5 years Fall ’06 Fall ’11 Part. Rate 4.2% → 5.8% ACCD 49,442 74,824 SAC 20,272 27,592 SPC 8,988 12,380 PAC 7,986 10,512 NVC 9,805 15,987 NLC 2,391 8,353 ACCD STRATEGY Increase Penetration Rate and Enrollment COLLEGE / DIVISION STRATEGIES Other Strategic Priorities DRIVER 1 RECRUITMENT DRIVER 2 RETENTION DRIVER 3 COMPLETION DRIVER 4 CLUSTERS

Alamo Community Colleges

THANK YOU! QUESTIONS?