Supervisors Meeting
Performance Excellence at the
Alamo Community Colleges
August 4, 2008
Alamo Community Colleges
Shared Values
INTEGRITY
COMMUNICATION
COMMUNITY
ACADEMIC FREEDOM
ACCOUNTABILITY
Alamo Community Colleges
Mission and Vision
MISSION
Empowering our diverse communities
for success.
VISION
The Alamo Community Colleges will be
the best in the nation.
Five ACCD Strategic Plan Goals
Baldrige Education Criteria (WHAT WE DO) for Performance Excellence
Alamo Community Colleges’
Environment, Relationships, and Challenges
2
Strategic
Planning
5
Employee
Focus
1
Leadership
7
Results
3
Student,
Customer, and
Community Focus
6
Process
Management
4
KPI Measurement, Evaluation, Targets, Action Plans
Relationship between G2G and Baldrige
Good to Great
Baldrige Criteria
DISCIPLINED PEOPLE
●
Be the Best Leader
LEADERSHIP
●
Find Your Place
EMPLOYEE FOCUS
DISCIPLINED THOUGHT
●
Honestly See the Facts
KPI MEASUREMENT, EVALUATION,
TARGETS, ACTION PLANS
●
Focus on Best Results
STRATEGIC PLANNING
DISCIPLINED ACTION
●
Be More Disciplined
PROCESS MANAGEMENT
●
Build Up Momentum
BALDRIGE PROCESS
Alignment of Good to Great, Baldrige Criteria,
Goals, Drivers, and Outcome
Baldrige
Criteria
Results
We help
students
succeed
Leadership
Recruitment
Process
Management
Retention
STUDENT
SUCCESS
Completion
Strategic
Planning
Clusters
Student,
Customer,
and
Community
Focus
Employee
Focus
Good to Great
is our
foundation for
discipline,
transformation,
and success
KPI Measurement, Evaluation,
Targets, and Action Plans
GOOD
Be the Best
Leader
Find Your
Place
DISCIPLINED PEOPLE
Honestly See
the Facts
Focus on
Best Results
DISCIPLINED THOUGHT
GREAT
Be More
Disciplined
Build Up
Momentum
DISCIPLINED ACTION
Alamo Community Colleges Strategic Planning
Performance Management and Excellence Elements
OUTCOMES
(Student and Community Success)
PRIORITIES AND ACTIONS
(37 strategic priorities, drivers, action plans)
STRATEGIC PLAN
(Vision, Mission, Values, Goals, Strategies)
BALDRIGE
(What We Do)
GOOD TO GREAT
(How We Do It)
Strategic Planning (Baldrige Criterion 2)
Flowchart
VISION, MISSION, VALUES,
GOALS, STRATEGIES
KPIs
(Metrics, Benchmarks, Targets)
ACTION PLANS
INDIVIDUAL TASKS
EVALUATION AND CONTROL
PERFORMANCE BUDGET
(Programs and Activities)
Our 37 Strategic Priorities linked to Baldrige
WHERE DO I FIND MYSELF?
Alamo Community Colleges’
Environment, Relationships, and Challenges
Employee Focus
Strategic Planning
5. Annexation
13. International Education
17. Planning/Budgeting
20. Baldrige Model
Process Management
Leadership
18. Values
19. Define Culture
27. Leadership Dev.
3. Awards/Celebrations
25. Best Place to Work
26. Employee Development
28. Employee Evaluation
29. Benefits/Salary
30. Employee Orientation
31. Job Descriptions
32. Hiring Philosophy
Student, Customer,
and Community Focus
1. Community Relations
2. Governmental Relations
6. Achieving the Dream
11A. Digital Divide
12. Internships
4. Foundation
7. Recruitment (Driver 1)
8. Retention (Driver 2)
9. Completion (Driver 3)
10. Clusters (Driver 4)
11. Teaching and Learning
11B. Instructional Perform. Model
21. Organizing Principles
33. Bond/CIP and Impacts
34. External Audit
KPI Measurement, Evaluation, Targets, Action Plans
11C. Faculty-Related Policies Review
14. Identify Operational/Structural Weaknesses
15. Assess and Address IT Weaknesses
16. Metrics
22. Best Community College
23. TSPR
24. Identify Key Senior Staffing Requirements
Results
Student Success and
Empowered Community
FOCUS PDCA
Check
effectiveness
and Act to
improve
Find
process
to
improve
1
Organize
for
improvement
8
Do the
implementation
7
Plan
how to
implement
process
6
Continuous
Process
Improvement
Select
strategy
for
improvement
5
2
Clarify
knowledge
of process
3
Understand
process
needs
4
Good to Great (How We Do Things) at
the Alamo Community Colleges
DISCIPLINED PEOPLE
Student and
Community Success
●
Be the Best Leader
●
Find Your Place
DISCIPLINED THOUGHT
37 Strategic Priorities
Drivers, and Action Plans
●
Honestly See the Facts
Strategic Plan
●
Focus on Best Results
Baldrige
Good to Great
Building a Culture of Discipline
DISCIPLINED ACTION
●
Be More Disciplined
●
Build Up Momentum
Level 5 Leadership (Be the Best Leader)
Making sure the right decisions
happen—no matter how difficult
LEVEL 5
or painful—for the long-term
EXECUTIVE
greatness of the institution
Builds enduring
greatness through
and the accomplishment
personal humility
of its mission.
and professional will.
EFFECTIVE LEADER
Catalyzes commitment to and
pursuit of a clear vision, stimulating
higher performance standards.
LEVEL 4
COMPETENT MANAGER
Organizes people and resources toward the
effective and efficient pursuit of set objectives.
CONTRIBUTING TEAM MEMBER
LEVEL 3
LEVEL 2
Contributes individual capabilities to the achievement
of group objectives, and works effectively with others.
HIGHLY CAPABLE INDIVIDUAL
Makes productive contributions through
talent, knowledge, skills, and good work habits.
LEVEL 1
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)
Results (Hedgehog Concept)
attract resources and
commitment, which are
used to build a stronger
organization, which
attracts even more
resources and
commitment.
BUILD
BRAND
- Emotion
- Reputation
ATTRACT
BELIEVERS
- Time
- Money
Our Passion
RELENTLESS FOCUS ON
HEDGEHOG CONCEPT
What We
Are Best At
Our
Resource
Engine
DEMONSTRATE
RESULTS
- Mission Success
- Trend Lines
BUILD
STRENGTH
- First Who
- Clock Building
THE KEY LEADERSHIP
EXPECTATIONS
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VALUES
LEARN
MODELS
LEAD
FOLLOW
ENTREPRENEURIAL
SUPPORT YOUR TEAM
COMMITMENT