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Five ACCD Strategic Plan Goals

Five ACCD Strategic Plan Goals. SESSION OUTCOMES. Celebrate the great employees of the District! Celebrate the important role of district employees in student success Celebrate the Imperative of New Dynamics Commit to the Value of a New Vision and Operational Principles

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Five ACCD Strategic Plan Goals

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  1. Five ACCD Strategic Plan Goals

  2. SESSION OUTCOMES Celebrate the great employees of the District! Celebrate the important role of district employees in student success Celebrate the Imperative of New Dynamics Commit to the Value of a New Vision and Operational Principles Celebrate the opportunities for each person’s fulfillment

  3. TWO TRUTHS AND A LIE Purpose: To know each other better Form groups of 10 and select Reporter Identify two “extraordinary” truths Identify one lie in the group Reporter shares all three items with audience Audience guesses which is the Lie

  4. ROLE OF DISTRICT IN STUDENT SUCCESS HOW DO WE HELP STUDENTS SUCCEED? HOW MUST WE ENSURE STUDENTS DO SUCCEED? WHAT NEEDS TO CHANGE?

  5. DEFINE THE NEW IMPERATIVES WHAT HAS CHANGED? WHAT IS DRIVING THE CHANGE? WHAT ARE THE IMPERATIVES? WHAT ARE THE SOLUTIONS?

  6. PRIMARY IMPERATIVE “MOVE FROM REPORTS TO ACTION!” Alamo Community College Board of Trustees February 2, 2008

  7. STUDENT SUCCESS IMPERATIVE VISION: THE ALAMO COMMUNITY COLLEGES WILL BE THE BEST IN THE NATION MISSION: EMPOWERING OUR DIVERSE COMMUNITIES FOR SUCCESS OUTCOME: STUDENT SUCCESS

  8. LIVE LONG AND PROSPER!

  9. OUR GOAL: A more effective, less bureaucratic, personally enjoyable and rewarding environment with greater opportunities for personal and collective growth and success.

  10. THE GOLDEN RULE “Do unto others as you would have them do unto you”

  11. FORCE FIELD ANALYSIS

  12. THEMES OF AUDIT FINDINGS - IMPERATIVE FOR CHANGE Improve internal controls Become collectively and Individually Accountable Clarify work unit tasks Streamline “whole system” processes Require employee training Improve communications Create and monitor timeliness Collectively apply continuous adjustments/improvements and entrepreneurship Measure results – implement changes - refresh

  13. TWO STRATEGIES: • INDIVIDUAL • ORGANIZATIONAL

  14. 7 HABITS OF HIGHLY EFFECTIVE PEOPLE - Stephen Covey Be Proactive: Take responsibility, Action Follows Begin with the End in Mind: Personal/Organizational Vision Put First Things First: Prioritize Think Win/Win: Mutuality Seek First to Understand,Then to beUnderstood: Emphatically Understand Synergy:Collaboration Sharpen the Saw:Continuous development

  15. COVEY’S 4 IMPERATIVES • Inspire Trust: Trust is the core imperative of great leaders. It affects your ability to do everything else. • Clarify Purpose: Great leaders create a clear and compelling purpose for their team. • Align Systems: Great leaders align systems for results and institutionalize them to endure over time. • Unleash Talent: Great leaders create a culture that releases the highest talents and contributions of people.

  16. BALDRIGE MODEL

  17. BALDRIGE BASED SOLUTIONS

  18. Leadership • Transforming leadership • Collective and individual Accountability 1

  19. Strategic Planning • Implement succession plans 2

  20. Student, Customer, and Community Focus • Create transparency 3

  21. KPI Measurement, Evaluation, Targets, Action Plans • Require interface with the colleges 4

  22. Employee Focus • Get right people on the bus • Provide more appropriate physical space • Require employee training 5

  23. Process Management • Break down silo’s and silo’s within silo’s • Create effective organizational alignments • Require face-to-face problem solving 6

  24. Results • Change culture to support integrated services • Promote quality in everything 7

  25. SEPARATELY MEASURE RESULTS Determine outcomes Collective Accountability Constantly ask those served Embrace best of class - state than national Implement best practices Measure progress Complete redesigns/implement improvements

  26. 7 HABITS OF HIGHLY EFFECTIVE PEOPLE Be Proactive: Take responsibility, Action Follows Begin with the End in Mind: Personal/Organizational Vision Put First Things First: Prioritize Think Win/Win: Mutuality Seek First to Understand,Then to beUnderstood:Emphatically Understand Synergy:Collaboration Sharpen the Saw:Continuous development

  27. THE RESULTS: “Celebrating a more effective, less bureaucratic, personally enjoyable and rewarding environment with greater opportunities for personal and collective growth and success.”

  28. CONCLUSION District employees are crucial to Student Success Measure Progress and Results (Achieving the Dream: Culture of Evidence) Use the Baldrige Model, provides common language Collective and Individual Accountability Translate improvements into Policies/Procedures Promote an Edge - be entrepreneurial Have high expectations

  29. Spock says: Embrace the New, Collective Frontier!

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