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