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Alamo Community Colleges Performance Management System 05.03.07

Alamo Community Colleges Performance Management System 05.03.07.

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Alamo Community Colleges Performance Management System 05.03.07

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  1. Alamo Community Colleges Performance Management System05.03.07

  2. 1. Ensure all employees are familiar with the Baldrige initiative and the ACCD strategic plan. 2. Describe the environment that drives the plan3. 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

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

  4. 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

  5. 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

  6. 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

  7. 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)

  8. 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.

  9. 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.”

  10. 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.”

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

  12. 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

  13. VALUES (UNDER DEVELOPMENT)

  14. MISSION EMPOWERING OUR DIVERSE COMMUNITIES FOR SUCCESS

  15. I. ACCESS V. COMMUNICATION II. STUDENT SUPPORT STUDENT SUCCESS III. WORKFORCE DEVELOPMENT IV. CAPACITY TO SERVE STRATEGIC GOALS

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

  17. Board’s Priorities • Identify Community Relations Weaknesses • Identify District Operational Weaknesses • Assess and Address IT Weaknesses • Determine Metrics • Define Desired Culture • Identify Key Senior Staffing Requirements • Focus on Bond and Capital Improvement Program (CIP) Impacts

  18. FOCUS PDCA Process Improvement Find process to improve APPROACH Organize for improvement Check effectiveness and act to improve INTEGRATE 1 2 8 Continuous Process Improvement Clarify knowledge of process Do the implementation 7 3 Plan how to implement process Understand process needs Select strategy for improvement 4 6 LEARN 5 DEPLOY

  19. 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

  20. Marketing Gov. Relations Awards/Celebrations Foundation Achieving the Dream Recruitment Retention Completion Clusters Teaching & Learning Internships International Education Strategic Priorities by Baldrige Category3. Student, Stakeholder, & Community Focus

  21. 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

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

  23. VISION MISSION VALUES OUTCOME KEY PERFORMANCE INDICATORS Metrics, Benchmarks, Targets STRATEGIES GOALS ACTION PLAN PRIORITIES ACTION PLANS TASKS PERFORMANCE BUDGET Planning Hierarchy Flowchart

  24. Strategic Plan Budget Performance Budget STRATEGIC PLANNING AND BUDGETING SYSTEM ALAMO COMMUNITY COLLEGES

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

  26. KEY PERFORMANCE INDICATORS BY DRIVER • RECRUITMENT • Partnership Expansion • Community Relationship • Market Penetration • Student Enrollment* • 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* • Graduation* • 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

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

  28. 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

  29. COLLEGE / DIVISION STRATEGIES OtherStrategicPriorities DRIVER 3 COMPLETION DRIVER 4 CLUSTERS DRIVER 1 RECRUITMENT DRIVER 2 RETENTION BENCHMARK KPI Measure: Fall Participation Rate in Service Area. ACCD = 4.2% Miami Dade = 5.8% ACCD STRATEGY Increase Penetration Rate and Enrollment KPI # 3, Market Penetration 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 KPIs, BENCHMARKS, AND TARGETS

  30. Alamo Community Colleges

  31. THANK YOU! QUESTIONS?

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