1. Strategic Planning and Performance Excellence at the Alamo Community Colleges Opening Doors, Closing Gaps, Achieving Dreams

2. Alamo Community Colleges Five Reasons to Become the Best in the Nation 1. Our community critically depends on a great human capital in order to move forward. 2. Leading businesses/industries in San Antonio now present real economic development opportunities. 3. San Antonio is in constant, growing competition with other cities in Texas and the nation. Dr. Henry Cisneros, 2007 ACCD Convocation

3. Alamo Community Colleges Five Reasons to Become the Best in the Nation 4. Community colleges are crucial to provide access to education and economic development. 5. San Antonio is a multicultural, traditional, and special place that requires the Alamo Community Colleges to support the way we use education to ensure our future. Dr. Henry Cisneros, 2007 ACCD Convocation

4. Five ACCD Strategic Plan Goals

5. STUDENT SUCCESS Recruitment Retention CompletionClusters ACCD Goals, Strategic Drivers, and Outcome

6. Baldrige Education Criteria (WHAT WE DO) for Performance Excellence 4 KPI Measurement, Evaluation, Targets, Action Plans 1 Leadership Alamo Community Colleges’ Environment, Relationships, and Challenges 2 Strategic Planning 3 Student, Customer, and Community Focus 5 Employee Focus 6 Process Management 7 Results

7. Good to Great ( HOW WE DO IT ) Honestly See The Facts Focus on Best Results DISCIPLINED THOUGHT BUILD UP Be the Best Leader Find Your Place DISCIPLINED PEOPLE BREAKTHROUGH … Be More Disciplined Build Up Momentum DISCIPLINED ACTION

8. Good to Great Baldrige Criteria DISCIPLINED PEOPLE ● Be the Best Leader ● Find Your Place DISCIPLINED THOUGHT ● Honestly See the Facts ● Focus on Best Results DISCIPLINED ACTION ● Be More Disciplined ● Build Up Momentum LEADERSHIP EMPLOYEE FOCUS KPI MEASUREMENT, EVALUATION, TARGETS, ACTION PLANS STRATEGIC PLANNING PROCESS MANAGEMENT BALDRIGE PROCESS Relationship between G2G and Baldrige

9. Alignment of Good to Great, Baldrige Criteria, Goals, Drivers, and Outcome Honestly See the Facts Focus on Best Results DISCIPLINED THOUGHT Be the Best Leader Find Your Place DISCIPLINED PEOPLE Be More Disciplined Build Up Momentum DISCIPLINED ACTION GOOD GREAT STUDENT SUCCESS Recruitment Retention Completion Clusters Baldrige Criteria Leadership Strategic Planning Student, Customer, and Community Focus Results Employee Focus Process Management KPI Measurement, Evaluation, Targets, and Action Plans We help students succeed Good to Great is our foundation for discipline, transformation, and success

10. Alamo Community Colleges Strategic Planning Performance Management and Excellence Elements BALDRIGE (What We Do) GOOD TO GREAT (How We Do It) STRATEGIC PLAN (Vision, Mission, Values, Goals, Strategies) PRIORITIES AND ACTIONS (37 strategic priorities, drivers, action plans) OUTCOMES (Student and Community Success)

11. Performance Budget Strategic PlanBudget Strategic Planning and Budgeting System

12. Strategic Planning (Baldrige Criterion 2) Flowchart KPIs (Metrics, Benchmarks, Targets) VISION, MISSION, VALUES, GOALS, STRATEGIES INDIVIDUAL TASKS PERFORMANCE BUDGET (Programs and Activities) ACTION PLANS EVALUATION AND CONTROL

13. ACCD GOALS AND STRATEGIES KEY PERFORMANCE INDICATORS (Metrics, Benchmarks, Targets) DISTRICT OFFICE ACTION PLANS COLLEGE DEPARTMENT ACTION PLANS COLLEGE STRATEGIES COLLEGE GOALS MISSION VISION VALUES Strategic Planning (Baldrige Criterion 2) Detailed Flowchart INDIVIDUAL TASKS EVALUATION AND CONTROL PERFORMANCE BUDGET STUDENT SUCCESS

14. Measuring Key Performance Indicators (KPI s ) WHAT TO MEASURE KPI MEASURE EXAMPLE OUTPUT% of students who completed their remedial Math courses. OUTCOME% of students who enrolled in college Algebra after completing their remedial Math courses.

15. PERFORMANCE BUDGET Identify: ● Targets ● Programs and activities ● Objectives, outputs, and outcomes ● Activities linked to long-term goals ● Cost of activities ● Cost of achieving objectives ● Success of activities and expenditures SPM and SPM

16. Connecting the Dots for Student Success 1. Good to Great shows us HOW TO DO things to reach institutional greatness. 2. Baldrige is a performance excellence framework that shows us WHAT TO DO to operate accountably for all ACCD stakeholders. Baldrige helps us pay attention to various dimensions to produce better results.

17. 3. Strategic Planning (Baldrige criterion 2) requires us to align goals, strategies, and action plans to our mission, and helps us flow from goals to performance budgets. 4. Outputs (the immediate results delivered by a program) and Outcomes (the observable, measurable longer-term results of the outputs) need to be distinguished when determining and measuring KPI s. Connecting the Dots for Student Success

18. 5. Our Performance Management Framework, under the Baldrige umbrella, shows the flow of data/information to facilitate strategic planning, performance budgeting, and decision-making. 6. Our ultimate Outcomes: Student and Community Success. Connecting the Dots for Student Success

19. Appendix 1 Good to Great, Baldrige, and Student Success

20. Our 37 Strategic Priorities linked to Baldrige WHERE DO I FIND MYSELF? KPI Measurement, Evaluation, Targets, Action Plans 11C. Faculty-Related Policies Review 14. Identify Operational/Structural Weaknesses 15. Assess and Address IT Weaknesses 16. Metrics 22. Best Community College 23. TSPR 24. Identify Key Senior Staffing Requirements Leadership 18. Values 19. Define Culture 27. Leadership Dev. Alamo Community Colleges’ Environment, Relationships, and Challenges Strategic Planning 5. Annexation 13. International Education 17. Planning/Budgeting 20. Baldrige Model Student, Customer, and Community Focus 1. Community Relations 2. Governmental Relations 6. Achieving the Dream 11A. Digital Divide 12. Internships Employee Focus 3. Awards/Celebrations 25. Best Place to Work 26. Employee Development 28. Employee Evaluation 29. Benefits/Salary 30. Employee Orientation 31. Job Descriptions 32. Hiring Philosophy Process Management 4. Foundation 7. Recruitment (Driver 1) 8. Retention (Driver 2) 9. Completion (Driver 3) 10. Clusters (Driver 4) 11. Teaching and Learning 11B. Instructional Perform. Model 21. Organizing Principles 33. Bond/CIP and Impacts 34. External Audit Results Student Success and Empowered Community

21. 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 1 2 3 4 5 6 7 8 FOCUS PDCA

22. 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 OPERATIONS 18.Financial Management 19.Communication 20.Regulatory Compliance 21.Human Resources Management 22.Economic Advancement 23.Facilities * Includes KPI measures recommended by the THECB

23. SPM STRATEGIC PERFORMANCE MANAGEMENT -Information dashboards -Strategy maps -Scorecards College/Division Strategic Plans Action Plans Objectives Results New initiatives Performance Budgets Strategic Plan Vision, Mission, Values Goals I, II, III, IV, V Strategies Drivers KPI Targets PROGRAM ASSESSMENT Plan Collect Data Analyze Utilize Follow up TracDat ALIGNMENT Goals Objectives Plans DOCUMENTATION REPORTING Data (measurements of a variable) Alignment Information Banner STUDENT EMPLOYEE FINANCIAL AID FINANCE External Databases Information Data BALDRIGE CRITERIA Data Information (processed and organized data for decision-making) ACCD Performance Management Framework

24. Appendix 2 Good to Great by Jim Collins

25. Good to Great (How We Do Things) at the Alamo Community Colleges DISCIPLINED PEOPLE ● Be the Best Leader ● Find Your Place DISCIPLINED THOUGHT ● Honestly See the Facts ● Focus on Best Results DISCIPLINED ACTION ● Be More Disciplined ● Build Up Momentum Building a Culture of Discipline Baldrige Good to Great Strategic Plan 37 Strategic Priorities Drivers, and Action Plans Student and Community Success

26. Level 5 Leadership (Be the Best Leader) HIGHLY CAPABLE INDIVIDUAL Makes productive contributions through talent, knowledge, skills, and good work habits. CONTRIBUTING TEAM MEMBER Contributes individual capabilities to the achievement of group objectives, and works effectively with others. COMPETENT MANAGER Organizes people and resources toward the effective and efficient pursuit of set objectives. EFFECTIVE LEADER Catalyzes commitment to and pursuit of a clear vision, stimulating higher performance standards. LEVEL 5 EXECUTIVE Builds enduring greatness through personal humility and professional will. LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 Making sure the right decisions happen—no matter how difficult or painful—for the long-term greatness of the institution and the accomplishment of its mission.

27. First Who…Then What (Find Your Place)  Getting the right people on the bus and into the right seats.  Building pockets of greatness with limited resources.  Using early-assessment to select self-motivated, self-disciplined talent.

28. Confront the Brutal Facts (Honestly See the Facts) The Stockdale Paradox: Retain unwavering faith that you can and will prevail in the end, regardless of the difficulties, and at the same time have the discipline to confront the most brutal facts of your current reality, whatever they might be.

29. Hedgehog Concept (Focus on Best Results) What We Are Best At Core Competencies Our Resource Engine Time Money Brand Our Passion Core Values Mission Focusing on the intersection of what we do best, our purpose and values, and our resources to deliver the best long-term results.

30. Culture of Discipline (Be More Disciplined) ● Disciplined people engage in disciplined thought and disciplined action. ● Disciplined people do not have jobs; they have responsibilities. ● Disciplined people create a culture of greatness.

31. The Flywheel (Build Up Momentum) ATTRACT BELIEVERS - Time - Money BUILD STRENGTH - First Who - Clock Building BUILD BRAND - Emotion - Reputation DEMONSTRATE RESULTS - Mission Success - Trend Lines Our Resource Engine Our Passion What We Are Best At RELENTLESS FOCUS ON HEDGEHOG CONCEPT Results (Hedgehog Concept) attract resources and commitment, which are used to build a stronger organization, which attracts even more resources and commitment.