supervisors meeting performance excellence at the alamo community colleges august 4, 2008
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Supervisors MeetingPerformance Excellence at the
Alamo Community Colleges
August 4, 2008
Alamo Community CollegesShared Values
INTEGRITY
COMMUNICATION
COMMUNITY
ACADEMIC FREEDOM
ACCOUNTABILITY
Alamo Community CollegesMission and Vision
MISSIONEmpowering our diverse communities
for success.
VISIONThe Alamo Community Colleges will be
the best in the nation.
Five ACCD Strategic Plan Goals
Baldrige Education Criteria (WHAT WE DO) for Performance Excellence
4KPI Measurement, Evaluation, Targets, Action Plans
1Leadership
Alamo Community Colleges’Environment, Relationships, and Challenges
2StrategicPlanning
3Student,
Customer, and Community Focus
5Employee
Focus
6Process
Management
7Results
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
LEADERSHIPEMPLOYEE FOCUS
KPI MEASUREMENT, EVALUATION, TARGETS, ACTION PLANSSTRATEGIC PLANNING
PROCESS MANAGEMENTBALDRIGE PROCESS
Relationship between G2G and Baldrige
Alignment of Good to Great, Baldrige Criteria,Goals, Drivers, and Outcome
Honestly Seethe Facts
Focus onBest Results
DISCIPLINED THOUGHT
Be the Best Leader
Find YourPlace
DISCIPLINED PEOPLE
Be MoreDisciplined
Build UpMomentum
DISCIPLINED ACTION
GOOD GREAT
STUDENTSUCCESS
Recruitment Retention
Completion Clusters
BaldrigeCriteria
Leadership
StrategicPlanning
Student, Customer,
andCommunity
Focus
Results
EmployeeFocus
ProcessManagement
KPI Measurement, Evaluation,Targets, and Action Plans
We helpstudentssucceed Good to Great
is our foundation for
discipline, transformation, and success
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)
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
Our 37 Strategic Priorities linked to BaldrigeWHERE DO I FIND MYSELF?
KPI Measurement, Evaluation, Targets, Action Plans11C. Faculty-Related Policies Review
14. Identify Operational/Structural Weaknesses15. Assess and Address IT Weaknesses
16. Metrics22. Best Community College
23. TSPR24. Identify Key Senior Staffing Requirements
Leadership18. Values
19. Define Culture27. Leadership Dev.
Alamo Community Colleges’Environment, Relationships, and Challenges
Strategic Planning5. Annexation
13. International Education17. Planning/Budgeting
20. Baldrige Model
Student, Customer, and Community Focus
1. Community Relations2. Governmental Relations
6. Achieving the Dream11A. Digital Divide
12. Internships
Employee Focus3. Awards/Celebrations25. Best Place to Work
26. Employee Development28. Employee Evaluation
29. Benefits/Salary30. Employee Orientation
31. Job Descriptions32. Hiring Philosophy
Process Management4. Foundation
7. Recruitment (Driver 1)8. Retention (Driver 2)
9. Completion (Driver 3)10. Clusters (Driver 4)
11. Teaching and Learning11B. Instructional Perform. Model
21. Organizing Principles33. Bond/CIP and Impacts
34. External Audit
ResultsStudent Success and
Empowered Community
Do theimplementation
ContinuousProcess
Improvement
Checkeffectiveness
and Act toimprove
Findprocess
toimprove Organize
forimprovement
Clarifyknowledgeof process
UnderstandprocessneedsSelect
strategyfor
improvement
Plan how to
implementprocess
12
3
45
6
7
8
FOCUS PDCA
Good to Great (How We Do Things) atthe 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 PrioritiesDrivers, and Action Plans
Student and Community Success
Level 5 Leadership (Be the Best Leader)
HIGHLY CAPABLE INDIVIDUALMakes productive contributions through
talent, knowledge, skills, and good work habits.
CONTRIBUTING TEAM MEMBERContributes individual capabilities to the achievement of group objectives, and works effectively with others.
COMPETENT MANAGEROrganizes people and resources toward the
effective and efficient pursuit of set objectives.
EFFECTIVE LEADERCatalyzes commitment to and
pursuit of a clear vision, stimulatinghigher performance standards.
LEVEL 5 EXECUTIVEBuilds enduring
greatness throughpersonal 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 institutionand the accomplishment of its mission.
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.
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.
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.
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 andcommitment, which areused to build a strongerorganization, which attracts even moreresources andcommitment.
THE KEY LEADERSHIP EXPECTATIONS
• VALUES• LEARN• MODELS• LEAD• FOLLOW • ENTREPRENEURIAL• SUPPORT YOUR TEAM• COMMITMENT
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