Alamo Community Colleges Performance Management

System05.03.07

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

4Measurement, Analysis, and Knowledge Management

1Leadership

Organizational Profile:Environment, Relationships, and Challenges

2StrategicPlanning

3Student,

Customer & Community Focus

5Employee

Focus

6Process

Management

7Results

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

(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.

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 theimplementation

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ContinuousProcess

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Checkeffectiveness

and act toimprove

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and act toimprove

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Clarifyknowledgeof process

Clarifyknowledgeof process

Understandprocessneeds

UnderstandprocessneedsSelect

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Plan how to

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12

3

4

5

6

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8

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

VISION MISSION VALUES OUTCOME

GOALSSTRATEGIESKEY

PERFORMANCE INDICATORS

Metrics, Benchmarks,

Targets

ACTION PLANS ACTION PLAN PRIORITIES

TASKS

PERFORMANCE BUDGET

Planning Hierarchy Flowchart

STRATEGIC PLANNING AND BUDGETING SYSTEMALAMO COMMUNITY COLLEGES

Performance Budget

Strategic Plan Budget

Alamo Community Colleges Performance Management

College/Division

Strategic Plan

TracDat

Data

Alignment

Information

Banner

Information

Information

Data

BALDRIGE CRITERIA

Data

Information

SAS SPMSTRATEGIC

PERFORMANCEMANAGEMENT

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

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

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

Alamo Community Colleges

THANK YOU!

QUESTIONS?