Alamo Community Colleges
Performance Management
System
05.03.07
Objectives
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.
Baldrige Education Criteria for Performance Excellence Framework
Organizational Profile:
Environment, Relationships, and Challenges
2
Strategic
Planning
5
Employee
Focus
1
Leadership
7
Results
3
Student,
Customer &
6
Process
Management
Community Focus
4
Measurement, Analysis, and Knowledge Management
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, selfdisciplined 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
FOCUS PDCA Process Improvement
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
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
7. Results
•
Identify District
Structural
Weaknesses
Focus on
Bond/Capital
Improvement
Program Impacts
Planning and
Budgeting Linked
Student Success
•
•
Planning Hierarchy Flowchart
VISION
MISSION
KEY
PERFORMANCE
INDICATORS
Metrics,
Benchmarks,
Targets
ACTION PLANS
VALUES
OUTCOME
STRATEGIES
GOALS
ACTION PLAN
PRIORITIES
TASKS
PERFORMANCE
BUDGET
STRATEGIC PLANNING AND BUDGETING SYSTEM
ALAMO COMMUNITY COLLEGES
Strategic Plan
Budget
Performance Budget
Alamo Community Colleges Performance Management
BALDRIGE CRITERIA
Information
SAS SPM
Data
STRATEGIC
PERFORMANCE
MANAGEMENT
Strategic Plan
Information
Information
Banner
Alignment
College/Division
Data
Information
Data
TracDat
KEY PERFORMANCE INDICATORS
BY DRIVER
RECRUITMENT
1. Partnership Expansion
2. Community Relationship
3. Market Penetration
4. Student Enrollment*
5. Financial Access*
RETENTION
6. Program/Service Assessment
7. Student Engagement
8. Teaching and Learning*
9. Process Efficiency
10. Student Progress*
11. AtD Progress
COMPLETION
12. Program Completion*
13. Graduation*
14. Transfer*
CLUSTERS
15. Workforce Program Effectiveness
16. Workforce Training*
17. Workforce Success
OTHER (OPERATIONS)
18. Communication
19. Financial Management
20. Regulatory Compliance
21. Human Resources Management
22. Economic Advancement
23. 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
ACCD
STRATEGY
Increase
Penetration Rate
and Enrollment
BENCHMARK
KPI
# 3, Market
Penetration
KPI Measure:
Fall Participation Rate in
Service Area.
ACCD = 4.2%
Miami Dade = 5.8%
TARGET
Benchmark – Current Status
COLLEGE / DIVISION STRATEGIES
DRIVER 1
DRIVER 2
DRIVER 3
DRIVER 4
RECRUITMENT
RETENTION
COMPLETION
CLUSTERS
Other
Strategic
Priorities
( 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
Alamo Community Colleges
THANK YOU!
QUESTIONS?