Alamo Community Colleges Performance Management System 05.03.07
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Transcript of Alamo Community Colleges Performance Management System 05.03.07
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Alamo Community Colleges Performance Management
System05.03.07
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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
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Baldrige Education Criteria for Performance Excellence Framework
4Measurement, Analysis, and Knowledge Management
1Leadership
Organizational Profile:Environment, Relationships, and Challenges
2StrategicPlanning
3Student,
Customer & Community Focus
5Employee
Focus
6Process
Management
7Results
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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
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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
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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
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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)
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TOUGH CHOICES OR TOUGH TIMES
(www.skillscommission.org) “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.
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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.”
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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.”
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VISION
THE ALAMO COMMUNITY COLLEGES WILL BE THE BEST IN THE NATION
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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
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VALUES
(UNDER DEVELOPMENT)
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MISSION
EMPOWERING OUR DIVERSE COMMUNITIES FOR SUCCESS
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STRATEGIC GOALS
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Strategies
• Capital Improvement Program (CIP)
• Board’s Strategic Plan
- 5 GOALS
- 4 DRIVERS
RECRUITMENT
RETENTION
COMPLETION
CLUSTERS
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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
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Do theimplementation
Do theimplementation
ContinuousProcess
Improvement
ContinuousProcess
Improvement
Checkeffectiveness
and act toimprove
Checkeffectiveness
and act toimprove
Findprocess
toimprove
Findprocess
toimprove Organize
forimprovement
Organizefor
improvement
Clarifyknowledgeof process
Clarifyknowledgeof process
Understandprocessneeds
UnderstandprocessneedsSelect
strategyfor
improvement
Selectstrategy
forimprovement
Plan how to
implementprocess
Plan how to
implementprocess
12
3
4
5
6
7
8
FOCUS PDCA Process Improvement
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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)
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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
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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
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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
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VISION MISSION VALUES OUTCOME
GOALSSTRATEGIESKEY
PERFORMANCE INDICATORS
Metrics, Benchmarks,
Targets
ACTION PLANS ACTION PLAN PRIORITIES
TASKS
PERFORMANCE BUDGET
Planning Hierarchy Flowchart
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STRATEGIC PLANNING AND BUDGETING SYSTEMALAMO COMMUNITY COLLEGES
Performance Budget
Strategic Plan Budget
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Alamo Community Colleges Performance Management
College/Division
Strategic Plan
TracDat
Data
Alignment
Information
Banner
Information
Information
Data
BALDRIGE CRITERIA
Data
Information
SAS SPMSTRATEGIC
PERFORMANCEMANAGEMENT
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KEY PERFORMANCE INDICATORS BY DRIVER
RECRUITMENT1. Partnership Expansion2. Community Relationship3. Market Penetration4. Student Enrollment*5. Financial Access*
RETENTION6. Program/Service Assessment7. Student Engagement8. Teaching and Learning*9. Process Efficiency10. Student Progress*11. AtD Progress
COMPLETION12. Program Completion*13. Graduation*14. Transfer*
CLUSTERS15. Workforce Program Effectiveness16. Workforce Training*17. Workforce Success
OTHER (OPERATIONS)18. Communication19. Financial Management20. Regulatory Compliance21. Human Resources Management22. Economic Advancement23. Facilities
*THECB KPI Measures
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Benchmarking
• ACCD ranks 6th in placement rate of workforce grads among Texas community colleges.
(KPI #17, WORKFORCE SUCCESS)
– 92% vs. 95% San Jacinto (#1)
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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
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KPIs, BENCHMARKS, AND TARGETS
KPI# 3, Market Penetration
BENCHMARKKPI Measure:
Fall Participation Rate in Service Area.
ACCD = 4.2%Miami Dade = 5.8%
TARGETBenchmark – 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
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Alamo Community Colleges
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THANK YOU!
QUESTIONS?