2011 STRATEGIC PLANNING
RETREAT REPORT
Challenges, Action Plans, and Alignment
Prepared by SPPS
Strategic Planning and Performance Services
(210) 485-0750
www.alamo.edu/planning
1
ALAMO COLLEGES
2011 STRATEGIC PLANNING RETREAT REPORT
This report includes the background, methodology, college/district service recommendations, priority action plans, and
evaluation results from the 2011 Alamo Colleges strategic planning retreat*.
BACKGROUND
The Alamo Colleges organize periodic strategic planning retreats to ensure the participation of all stakeholders in
strategy development and deployment.
The 2011 Alamo Colleges strategic planning retreat was held at the Rosenberg Sky Room at the University of the
Incarnate Word on March 28, 2011. There were 148 participants from the colleges and the district, including students,
community members, faculty members, staff, and administrators. This broad stakeholder representation ensured the
participatory aspect of strategic planning at the Alamo Colleges.
The information provided to retreat participants prior to the event included an online environmental scan report
(http://www.alamo.edu/planning/envscan2011.html), a list of the current eight priority areas or strategic themes aligned
with the strategic plan, and a copy of the Alamo Colleges strategic plan, including a list of the institutional core
competencies (included in this report). This information was complemented by two presentations of the current fiscal,
political, and institutional performance trends presented at the start of the retreat by the Chancellor and the Vice
Chancellor of Planning, Performance, and Information Systems.
METHODOLOGY
The retreat’s purpose was to deploy the strategic plan and produce action plans that the colleges and the district
departments could use in their own strategic planning processes and implement as appropriate. The retreat process
centered on the following strategic themes:
1.
2.
3.
4.
5.
6.
7.
8.
Achieve Cost-Savings and Efficiencies while Maintaining or Improving Results
Secure Successful Completion of Developmental Education
Develop and Measure Effectiveness of Learning Outcomes
Increase Transfer/Graduation Rates
Promote Sustainability
Improve Systems and Processes
Improve Communication and Collaboration
Commit to Financial Aid as an Organizational Responsibility
Retreat participants first determined “How Can We Serve Each Other Better?” strategies. Then, they used background
data information to start their discussions on challenges/threats and opportunities, and applied force field analysis to
determine appropriate future actions. These were aligned with the strategic plan, prioritized by consensus, refined, and
described using standard action plan forms. Top actions by strategic theme were subjected to instant voting at the end of
the retreat and are hereby presented as recommended action plans to the five colleges and five district divisions for
planning and implementation consideration.
____________________________
2
* Made possible with the support of all Alamo Colleges stakeholders, including the University of the Incarnate Word’s Extended Academic Programs, the
Alamo Colleges Institutional Research and Effectiveness Services department, and the Alamo Colleges Facilities Operations and Construction
Management department.
RESULTS
The two opening presentations are available at http://www.alamo.edu/planning/strategic-planning-retreat.html
Frequency distribution of results on “How Can We Serve Each Other Better?” strategies are presented below in the
following four sections:
What colleges can do for the district (Page 4)
What the district can do for the colleges (Page 6)
What a college can do for sister colleges (Page 8)
What a district unit can do for other district units (Page 9)
Priority action plans by strategic theme (1-8) and ownership (all, college, district) start on Page 10. Each action plan
includes information on Recommended Action, Description, Implementation Steps, Key Performance Indicators, and
Expected Outcomes. The action plans are presented below in the following eight sections:
1.
2.
3.
4.
5.
6.
7.
8.
Action plans about achieving cost-savings and efficiencies while maintaining or improving results (Page 10)
Action plans about securing successful completion of developmental education (Page 11)
Action plans about developing and measuring effectiveness of learning outcomes (Page 13)
Action plans about increasing transfer/graduation rates (Page 14)
Action plans about promoting sustainability (Page 15)
Action plans about improving systems and processes (Page 17)
Action plans about improving communication and collaboration (Page 20)
Action plans about committing to financial aid as an organizational responsibility (Page 24)
Final top actions by strategic theme and their instant voting results appear on Pages 25-26.
The Q&A voting results when retreat participants were asked for their opinion on a few internal organizational areas
during the second opening presentation appear on Page 27.
Retreat evaluation results appear on Page 28.
FOLLOW UP
The five college Presidents and five district Vice Chancellors will incorporate appropriate priority action plans from
this report into their own strategic planning activities, monitor their implementation and progress, and present action
plan status reports at the 2012 Alamo Colleges strategic planning retreat.
3
HOW CAN WE SERVE EACH OTHER BETTER?
2011 STRATEGIC PLANNING RETREAT REPORT
What colleges can do for district
Communication
(N=40, 46%)
Improve communication system from the top down and vice versa.
Student communications: be strategic.
Student communications: create an alert system, i.e. Flags on the web site, for key information.
Student communications: create profiles so that messages can be customized to various audiences.
Student communications: find the preferred comm. methods with our students and other customers.
Student communications: enhance student comm. systems and encourage students to use them.
Student communications: possibly use different mechanisms for different messages.
Student communications: reduce junk mail.
Ensure colleges present district wide information, not just college specific information.
Departments need to share info--instead of only one person having full responsibility.
Improve communication.
Reporting down.
Post BOT meeting summaries are terrific, duplicate for reports.
Webpage showing easy to understand summaries.
Better communication.
Up to date information.
Opportunities to learn roles plus jobs first-hand; job-shadowing.
Bringing forth potential solutions that can address issues that are of concern.
Listen, communicate, and participate.
Need to be more communicative.
Clear and current organizational chart on district/college website.
Make sure peers know what they learn at district meetings; better dissemination.
Enhance communication between colleges/district.
Share best practices/processes (student retention, goal planning, classroom management).
Improve the communication flow about college accomplishments, requirements, and challenges.
The question surfaced regarding whether or not the colleges are really in service to the district. The
issue here is perception about who needs to initiate the communication and why.
More bottom up communication.
Understand the interconnectedness.
Clarity on points of contacts.
Sharing of information on programs, special initiatives, grants, best practices, etc.
Critical messages need to be delivered by the chancellor, video and/or in writing. Fireside chat model
would be helpful in humanizing the chancellor and district leaders.
Devise a communication methodology structure for types of messages - what is delivered by email,
website, smart phone application, town hall, brown bag, etc.
Include a "message of the day" on all computers that share info and include a positive, encouraging
statement.
Systematized plan of disseminating information explicitly describing how to filter throughout the
organization.
Uniform communication to all employees in writing, including all full- and part-time personnel.
Central point of communication so that customers don’t need to worry about whether it is a district
responsibility or a college responsibility.
Colleges providing feedback to district: better and early communication with the appropriate people.
Common titles and roles and responsibilities.
The colleges should provide a clear intent, deliverables in a timely manner based on industry needs;
flexibility in terms of our responsiveness.
4
Close the loop
5
Knowledge of needs
(N=9, 10%)
Policies/Procedures
(N=6, 7%)
Action plans
(N=5, 6%)
Trust
(N=5, 6%)
Attitudes
(N=3, 3%)
Responsibility
(N=3, 3%)
Collaboration
(N=2, 2%)
Cross-communication
(N=2, 2%)
Knowledge management
(N=2, 2%)
Representation
(N=2, 2%)
Responsiveness
(N=2, 2%)
Training
(N=2, 2%)
Acknowledge/Celebrate
(N=1, 1%)
Committees (N=1, 1%)
Funding (N=1, 1%)
Transparency (N=1, 1%)
Provide specific information about students needs.
Need greater understanding of district/college roles.
Make people understand how important student success/retention is.
District staff do not always seem to listen (example: hiring practice for faculty. Chairs don't
understand the process and are not asked to give input on the process. "I feel like I have to shout
to be heard and I'd rather not shout."
District personnel must know how important issues in the student success equation are.
Communicate needs of employees and students.
Focus on student needs to align curriculum in common areas.
If colleges could clearly articulate needs.
Better understanding of each other’s needs
Include stakeholders in decisions.
Schedule coordination meetings.
Make review of existing policies and procedures before contacting district departments.
Common procedures between colleges.
The colleges want to have clearly defined roles; example: transcript evaluation, process changes.
Focus Facilities calls to local Facilities offices.
Create 3-5 district/cross-college action plans and follow through--could use Share-Point to show
progress and completion.
Follow BOT meeting summary.
Develop mechanism for better collaboration and communication in IT.
Meet district parameters for increased class sizes.
Resolve issues at the college level that should be resolved at the college level.
Reduce us-versus-them mentality, reflected in the low level of trust indicated this morning.
We need to work on strengthening trust, it starts with each person
Increase level of trust.
Work on trust issues.
More trust, elephant in the room! Give the benefit of the doubt. Trust has eroded.
The colleges are frustrated about small and big issues.
Reduce defensiveness.
Be receptive to best practices, ideas from district.
Mutual ownership of decisions.
Own decisions.
Leadership should support decisions made at the highest level.
When decisions are required, help together to get decisions made efficiently.
More collaborative work as opposed to a contentious relationship.
Systematic feedback from colleges through cross-college groups that affect all processes.
All employees at all levels are in a position to provide insight on best practices, resulting in
efficiencies.
Knowledge management system.
Seek to be informed of new initiatives, policies, and procedures.
Each college should represent their local communities and students.
Include stakeholders at all decision-making steps that impact the colleges.
Respond in a timely manner, but be given realistic time to accomplish tasks.
Answer my email; answer my phone call.
Ensure proper training; data entry.
Cross training.
Let others know when something good has happened.
Continue to participate and engage in internal and external committees
Acquisition of more grant funds to support and offset the business needs.
Commitment to transparency.
6
What district can do for colleges
Communication
(N=22, 25%)
Policies/Procedures
(N=15, 17%)
Cross-communication
(N=10, 11%)
Help show different local businesses the benefits of investing/contributing to Alamo Colleges.
How can the district be viewed by the colleges in the area of increasing revenues and involving
businesses.
Improve communication.
Provide more data, easy to understand format - timelines and accuracy.
Commit to timely and accurate data.
Make it easy to understand who does what in the district.
Need greater understanding of district/college roles.
Clarify/clarify/clarify - provide consistent and accurate interpretation of policies.
Input on decisions that impact colleges - more awareness of consequences.
Implement process for sharing information.
Simplify communication and make it relevant.
Effective communication down through the organization.
Have open and honest conversations about the budget.
Listen better and more.
Understand the interconnectedness.
Communication is important.
Develop consistency in communication.
Educate employees about the funding sources that support this organization. Most employees do
not know this.
Keep the communication flowing better about accomplishments, requirements, college challenges.
Provide accurate and easily accessible data and research.
Improve, clarify, and communicate processes.
Transparency, better communication, direction.
Give realistic time frame for accomplishing tasks.
Focus on causes of inefficiencies and making improvements.
Change policies that support grant acquisition and implementation. Hire employee that is
knowledgeable about grants. Allow for more flexibility.
Greater data extraction, analyses, and dissemination.
Implement hiring practices that select and promote the most qualified and skilled individuals (Ateam).
Re-address the functionality and responsibility for Banner usage.
Re-allot the time staff, faculty, and administrators spend at the district office for meetings.
Avoid making decisions in a vacuum.
Have less initiatives at any one time - do less better.
Establish best practices awareness amongst each other, utilize change management process.
Streamline and review initiatives before implementing.
Further streamlining of processes and procedures.
District needs processes and procedures on campus.
Procedures and policies should be the same across board.- best practice.
Have data-driven, periodic review cycle of processes (new and current initiatives) charge and
performance indicators.
Systematic roll-out of decisions made by cross-college groups affecting all colleges.
Provide incentives for colleges to share best practices with one another.
Enhance communication between district and colleges.
More earlier involvement from college reps concerning strategic decisions.
Be receptive to best practices, ideas from colleges.
Input before decision-making.
Decisions are made at district that we don’t know about.
District decision-making in a vacuum.
District facilitate best practices.
Get input from colleges before decisions made.
7
Action plans
(N=9, 10%)
Create 3-5 district/cross-college action plans and follow through--could use SharePoint to show
progress and completion.
Purchase and implement Degree Works across the colleges.
It seems unusual that district is taking on more responsibility but has fewer staff to take the work on.
Therefore, the work doesn't get done. "I'm too busy to call you back, get you an answer."
Switchboard needs to be outsourced to effectively route phone calls.
Broker and resource IT solutions.
Better publicize and flesh out IT governance to ease troubleshooting and make data available.
Attitudes
(N=7, 8%)
District needs ADA focus person.
Better staff CSI.
Roll-out plans with a systematic procedure of communication, training, etc.
Realize that one size doesn't fit all.
Recognize how unique each college campus/population is.
Recognize that each college is unique and serves a unique community (demographics and socioeconomically).
Responsibility
(N=6, 7%)
Funding
(N=4, 4%)
Knowledge
management
(N=4, 4%)
Training
(N=3, 3%)
Knowledge of needs
(N=2, 2%)
Transparency
(N=2, 2%)
Trust
(N=2, 2%)
Acknowledge/Celebrate
(N=1, 1%)
Collaboration
(N=1, 1%)
Committees
(N=1, 1%)
Reduce us-versus-them mentality, reflected in the low level of trust indicated this morning.
Be sensitive to allowing colleges flexibility and individuality, and nimbleness.
Reduce defensiveness.
"I didn't know that" should not be acceptable anymore.
Mutual ownership of decisions.
Leadership should support decisions made at the highest level.
PVC should own decisions and carry them through.
Involve colleges (end users) in decision making process.
Better alignment among responsibilities in critical areas.
Personal accountability
District should help the colleges by identifying foundations/businesses who can support the
colleges.
A more successful CSI -- with whatever resources that implies.
Provide resources to meet mandate of larger class sizes.
Support for completing projects, issues.
Knowledge management system.
Central location for information sharing (website)-such as board policies, changes in policies,
procedures.
Communication system…dissemination can occur to the colleges.
Regular training for new policies.
Training on using email to fullest extent, out of office, etc.
Communication/training to ensure seamless transition to personnel changes.
Get colleges the needed data.
Human Resources - be responsive to college needs.
Transparency.
More transparency.
Increase level of trust.
District needs to build trust: payroll, HR, transcripts are all examples of areas of mistrust.
Let others know when something good has happened.
Collaboration when developing processes.
Have the right people at the table when decisions are made.
8
What a college can do for sister colleges
Cross-communication
(N=16, 41%)
Colleges working more collaboratively and sharing best practices.
Share best practices.
Share inadequacies within processes to improve efficiencies.
Share best practices.
Create opportunities to share best practices.
Continue to share best practices and lessons learned.
Be willing to share best practices and information; no need to compete.
All employees at all levels are in a position to provide insight on best practices, resulting in
efficiencies.
Structured cross-communications between divisions and departments to improve collaboration and
learn from each other.
Open channels of communication, share best practices, processes, techniques that are working
(don't reinvent the wheel).
Cross-college communication.
Share best practices.
Share responsibility and accountability.
Coordinating like programs.
Sharing best practices, curriculum, program efficiencies.
Commit to mechanism for cross-college collaboration and commitment to best-practice sharing.
Communication
(N=5, 13%)
Setting expectations to find collaboration.
Continued communication.
Communication.
Similar departments should share best practices.
More fruitful and regular discussions district-wide at the discipline level.
Collaboration
(N=4, 10%)
Partner to benefit students.
Seek to collaborate without the impetus from district.
Support each other.
Colleges should work closely together to make it more seamless for students.
Policies/Procedures
(N=4, 10%)
Document processes that are used across colleges that involve the district.
Don't replicate programs/services that can't be supported.
Avoid program duplication.
Provide agenda's for meetings prior to meeting.
Acknowledge/Celebrate
(N=2, 5%)
Celebrating and incentives.
Attitudes
(N=2, 5%)
Competitiveness is a problem, work to reduce.
Responsibility
(N=2, 5%)
Leadership should support decisions made at the highest level.
Action plans
(N=1, 3%)
Knowledge of needs
(N=1, 3%)
Representation
(N=1, 3%)
Trust
(N=1, 3%)
Let others know when something good has happened.
Understand our differences (e.g. structure, population served, funding needs).
Develop standards for accounting for Continuing Education.
Develop a collaborative model for Continuing Education.
Put students first and go outside your institution to provide seamless services.
Send the right people to represent the college at meetings e.g. BPAs.
Increase level of trust.
9
What a district unit can do for other district units
Communication
(N=7, 24%)
Communications between them.
Educate employees about the funding sources that support this organization. Most employees do
not know this.
Lack of internal communication within the department.
Utilize a "daily check-in" to aid communication.
Continue communications progress that has been made.
Give more detailed budget information.
HR and Payroll can talk to each other.
Cross-communication
(N=6, 21%)
Recruiting cross-engagement among district units.
Work together to address college issues.
Share communication (department from department, college to college), etc.
Coordinate among each other.
Have district units/departments to meet with each other.
Need for interdepartmental meetings.
Knowledge of needs
(N=5, 17%)
Impact on students.
Walk a day in my shoes
Better customer service.
Knowing needs and aligning.
Consider them as your customers.
Attitudes
(N=2, 7%)
Identify a district culture respecting each college's distinct culture.
Policies/Procedures
(N=2, 7%)
Benchmark best processes.
Training
(N=2, 7%)
Training /upgrade training as procedures change.
Acknowledge/Celebrate
(N=1, 3%)
Action Plans
(N=1, 3%)
Collaboration
(N=1, 3%)
Responsibility
(N=1, 3%)
Trust
(N=1, 3%)
Assume that each department knows what it needs.
Assure new procedures and initiatives are aligned among the various district units.
Cross training.
Let others know when something good has happened.
Speed up Banner improvement.
Collaboration/cooperation across district units to implement decisions affecting all colleges.
Leadership should support of decisions made at the highest level.
Increase level of trust.
10
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ACTION PLANS FOR COLLEGES AND DISTRICT
2011 STRATEGIC PLANNING RETREAT REPORT
1. ACTION PLANS ABOUT ACHIEVING COST-SAVINGS AND EFFICIENCIES WHILE MAINTAINING OR IMPROVING RESULTS
Action
Description
All
Graduation at the
colleges
Each college would hold graduation at the college
campus. This would enable families to
experience the college culture and campus
(recruitment). The graduation ceremonies would
be held by division and/or major so that the
college had a facility to accommodate.
All
Recruit and retain
adjunct faculty through
support and training
All
All
Owner
College
Implementation Steps
KPI
Outcomes
Discussion amongst faculty and staff to
determine support.
Secure committee for planning and
implementation.
Secure venue.
Follow graduation ceremony procedures.
Completion of
graduation; Student
enrollment.
Adjunct faculty will be required to participate in a
variety of professional development workshops
for continuous employment. All 5 colleges would
come together to share knowledge/best
practices in order to build collaborative
workshops.
Investors current professional development
practices at each colleges.
Recruit PD facilitators (online/face-to-face).
Offer workshop to adjunct faculty.
1) Number of
hours/workshop
participation 2)
Adjunct faculty
satisfaction measure
(survey) 3) Program
and retention
measures.
The colleges will enable
graduates, families and friends
to experience the campuses.
Graduation ceremonies will
not be as long. The colleges
will save funds since a venue
outside of the college will not
have to be secured.
1) Increased retention rates
and program. 2) Increased
student satisfaction.
Reduce non-essential
programs/activities
Remove programs where costs exceed revenue
Evaluate, prioritize, make a determination of
what should be reduced.
Consolidate
departments/
operations
Identify operational duplication and inequities for
evaluating centralization.
Evaluate operation by operation.
Savings by
eliminating nonessential
programs/activities.
Potential to maintain
or exceed operations
with less resources.
More available operation $
More available $ operational
and personnel time.
Know how to handle
faculty and staffing
issues when personnel
cannot be replaced
12
2. ACTION PLANS ABOUT SECURING SUCCESSFUL COMPLETION OF DEVELOPMENTAL EDUCATION
Owner
Action
Better diagnostic
system
Description
Deploy more effective assessment to better target
institutional strategies.
Implementation Steps
KPI
Outcomes
Deploy innovative
instructional
practices
Develop and disseminate practices such as
acceleration/intensive programs, such as PASS,
learning community link courses, SDEV courses,
contextualization open entry/I-Best, college prep
academy, different pathways.
(PD/Assistant/Advising).
Priority of documentation, maintaining data on
student success, funding, staffing and marketing
courses.
Increase
graduation rates,
course
completion,
persistence.
Higher completion rates and
retention rates.
D-16 involvement
(parents
knowledge/student
knowledge) of risk of
DE
Send message to schools (7-12 grade) of
importance of taking and being successful in
coursework during Middle school and High school,
so they do not need to take DE courses.
Utilize a robust
learning
management system
(technology) to
prioritize and
motivate
Use technology to deliver online, hybrid, other
alternative delivery (symposium) based learning to
DE students who are trained in technology use.
Develop technology based modules. Use in
several delivery methods.Train students to use
it.
Less time to
complete DE
Increased graduation and
transfer rates.
Implementation of best practices in DE identified
at summit and through subsequent.
Just do it!
Faster completion
of DE coursework
More student persistence to
college-level coursework.
Developmental
education processes
Implement a
strategic plan to
complete student
success initiative and
identified through
the Student
Academic Success
Team (engage the
student voice)
13
Design a robust
research project to
determine effective
interventions and
practices.
The development of a research project that
includes both quantitative and qualitative analyses
to identify best practices and interventions that
impacts developmental education. Include
student voices and perspectives.
Inventory.
Development of research project.
Data analyses and dissemination. Identify results
with greatest impact.
Increased
productive grade
rate in
developmental
courses.
Identification of focused
interventions that would have
the greatest impact.
Implementation Steps
KPI
Outcomes
Action
Description
All
Create open
exit/entry courses
Student will be able to progress through DE
courses at their own pace.
Identify steps necessary to implement open
entry/ exit.
Repair
acceleration to
college-level
courses.
More students in college-level
courses.
All
Strengthening
tutoring programs
All
Provide optional
track for DE delivery
systems
College
Change format of
instruction to include
innovative
methodologies
Use "clickers" in classes to provide immediate
feedback.
Obtain funding, provide training, measure
success of teaching and learning.
Better learning,
increased
retention,
increased college
readiness.
Increased numbers of students
in college-level courses.
College
Use IBEST model in
technical/vocational
courses
Provide tandem instruction in both content area
and developmental objectives of reading, writing
and math.
Obtain funding, select content area for focus of
instruction, training of faculty in content and DE
courses.
Achieve
developmental
level at the end
of content
specific courses.
Decrease need for separate DE
courses.
College
Select core
competencies and
focus resources to
them
Improve on what works well. Continue working
relationships with community and partnerships.
Check achievement.
Align staff by competency.
Add rates,
employment.
College
Benchmark the best
practices nationwide
Concentrate resources on education achievement
and support services.
Develop admission staff.
Recruit.
College
Increase student
support by engaging
faculty as advisors
Determine faculty advising model, ID faculty
advisor roles and responsibilities.
Determine faculty advising model.
ID faculty advisor roles and responsibilities.
Owner
14
District
Standardize process
and eliminate
duplication on best
practices
Identify the processes to be standardized; Identify
areas where there is duplication; Form
committees to do fact finding in the specified
areas.
Attempt to standardized processes to develop
efficiencies and consistency.
Eliminate duplication efforts to the best
practices.
Survey areas of interest.
15
3. ACTION PLANS ABOUT DEVELOPING AND MEASURING EFFECTIVENESS OF LEARNING OUTCOMES
Action
Develop measures
for developmental
education
Description
Develop measures for developmental education,
including a process that disseminates information
on the importance of measuring effectiveness of
learning outcomes and includes the faculty at all
levels of the process.
Implementation Steps
KPI
Students
complete
developmental
education course
and move from
developmental
education to
college courses.
Outcomes
Ensure students move from
developmental education to
college courses.
All
Conduct an analysis
of existing
measurement tools
used by faculty
1) Print picture; Overall action plan: Develop
district-wide process for student learning
outcomes (SLO)
Plan/implement a district wide training session
on learning outcomes across all functions.
Developmental SLO.
Incorporate SLO into all syllabi; recognizing
different learning styles of students 4) Real-Time
dashboard.
1) Completion of
review.
2)Identification
and
implementation
of measures.
1) Comparable learning
experience across all colleges
for students 2) Reason we
believe this driving force.
College
Measure learning
outcomes in
subsequent courses
Courses will be developed with the sequence in
mind. Learning outcomes in Course A will be used
to measure again in Course B and C. This will
prevent students from doing the brain dump after
course finals.
Form curriculum group to establish course
sequence.
Write leaning outcomes to prepare students for
subsequent classes.
Track outcomes and adjust.
Improved
completion rates.
More students complete
course sequence.
College
Course sequencing of
degree plans
Recommend a commitment to sequence for
courses to improve success.
Identify courses.
Propose sequence.
Monitor student success.
Change sequence as necessary.
Student
performance and
graduation rates.
Increase in student
performance.
College
Identify and utilize
internal/external
expectations for
training in learning
outcomes
Training in learning outcomes will align all the
colleges across all functions to improve student
success. By determining who our current
exponents, we would be able to minimize
detractors.
A cross-training needs for each function.
Indentify trainers- hire the best- national
expertise.
Determine logistics if time, place, method and
location.
Each area of the
college (faculty,
advising ,etc.) can
write and
develop and
measure in
forums of
learning
outcomes.
1) Continuous learning
outcomes/aligning services 2)
Increased efficiencies and
effectiveness 3) Meet state
standards.
Owner
All
16
District
Develop real-time
dashboards
Develop.
Implement.
4. ACTION PLANS ABOUT INCREASING TRANSFER/GRADUATION RATES
Owner
Action
Faculty/Advising
based on DEDP grant
Description
Faculty and staff will be trained to use degree
management software and to advise students
based on major and career path, along with the
degree requirements.
Implementation Steps
Implement effective training sessions (modules)
for faculty and staff on advising requirements,
degree software, major requirements, career
requirements.
All
Expedite
implementation of
degree tracking tools
Students are given a precise, step-by-step path
toward degree completion.
All
Implementation of
Degree Management
software (Degree
Works)
Marketing
importance of
graduation
Software that will allow student to have accessible
degree plan, continuous degree audits and
advising for course selection to promote
completion and graduation.
Awareness of potential students, parents,
community, faculty, advisors, registrar, university
reverse transfers.
Have degree works operational. Train all users
on software.
Implement process.
Measure.
Define and improve rules for implementation.
Train key faculty and staff.
Train students.
Decrease time to
degree
completion.
Increase in graduation rates.
Automation within Banner, someone assigned to
these particular populations.
Percent increase
per year.
Increase more graduates.
All
Shared best practices
Identify groups, identify best practices, process for
sharing.
Professional development, training modules,
annual summits, convocation.
All
Centralized transfer
and articulation
agreements
All Alamo Colleges transfer and articulation
agreements will be centralized at the district level
to better staff the function. Also, this will be more
cost effective, lessen the confusion for students.
Bring current colleges transfer and articulation
agreement personnel together.
Inventory current agreements available.
Create district-wide transfer/articulation
agreement office. Determine additional
agreements for all the colleges. Create online
inventory students to access.
Increase in
transfer rates.
Increased transfer rates.
College
Actively promote
Associate’s degree
completion for all
students
Training on benefits of Associate’s degree;
faculty/staff, student (student
development/orientation) public awareness (PR
campaign).
Clarity of issue among Alamo Colleges and
district leadership.
Development of the message.
Dissemination of the message (faculty/staff,
student, public).
Number of
graduates.
Increased number of
graduates.
College
Increase number of
articulation
agreements with 4year institutions
More like 2+2 program with a Associate’s degree.
Students work with Alamo Colleges to map out the
classes, requirements, for 2-year and 4-year
degree.
Students seek advice regarding degree plans,
transfer plans, and university requirements.
Establish buy-in from 4-year universities.
Evaluate similar and different course
content/requirements.
Communicate with students and community.
Number of
students
participating.
Number of
students
completing
programs.
All
KPI
Increase in
transfer and
graduation rates.
Outcomes
Increase in faculty and staff
advising.
Higher graduation rates.
Timely completion of
educational goal.
17
18
5. ACTION PLANS ABOUT PROMOTING SUSTAINABILITY
Action
Board to adopt a task
in strategic plan missing element
capacity to serve.
Cost (tight budget),
of not being
sustainable recycling,
conservation, facility
design, rush back,
low trust factor, lack
of communication.
Description
Communicate more internally and externally, and
everyone becomes an ambassador.
Implementation Steps
KPI
All
Distance learning
1) Ten percent of courses offered via distance
learning for degree 2) Workforce: start one-day a
week virtual work (telecommute via technology).
Increase distance learning offerings for students
(10 percent of degree requirements).
Start with one day a week virtual work (work
from home).
1) Motivate
employees 2)
Students
completing
distance learning
courses.
Reduce carbon footprint; less
fuel consumption; less travel
stress; less facility use.
All
Develop additional
teaching methods for
distance education
(increase courses)
Investigate best practices and alternate
methodologies
Survey best practices.
Support faculty development of new methods.
Distance
education
enrollment,
number of
courses.
Diverse distance education
offerings.
All
Include Arts and
Sciences in the
Business and
Industry using
Applied Science
model
Members of business community meet with
faculty on regular basis to discuss needs.
Collaboration between Arts and Science and
Applied Science to understand Applied Science
model.
Seek business and community members to
participate.
Job placement.
Better prepared workforce.
All
Pool students from
multiple colleges to
make single classes
Pool small classes that will not "make" as several
colleges into single class that will "make."
Cancelling class, check to see if other colleges
have "partials.” Schedule classes in distance
education classrooms.
Number of class
cancellations;
average class size.
Less class cancellations,
increased average class size.
Owner
Outcomes
19
Action
Develop flexible
district strategies
Description
Develop district strategies that are flexible enough
to accommodate the unique service areas of the
individual colleges.
Implementation Steps
Align college and district direction (for flexibility).
Clarify roles.
KPI
Student success
(segmented).
Outcomes
Increased student success for
all segments.
All
Fund facilities
maintenance
increases.
PVC needs to make preventive maintenance a top
priority.
Consistently apply Board Policy.
Quality of
facilities
maintenance.
Number of
equipment or
systems failures.
Budget savings, fewer
equipment or systems failures.
All
Ongoing strategic
planning
Quarterly planning
Schedule the next meetings.
Implementation
levels.
The best community college
system in the nation.
College
Expand P.A.S.S.
program
Explore different delivery methods.
Scale up pilot to all colleges.
Accelerated
process through
developmental
education.
Higher completion rates.
District
Invest in energy
savings initiatives
Wind/solar/geo-thermal/other, water
conservation
Make investments via business plan (pay back
period).
IT savings, IT initial investment.
Piggyback other investments (ex. solar credits).
Money saved;
carbon footprint;
Job creation;
student
opportunities.
Money saved, carbon footprint
reduced, jobs created.
District
Adoption of
environmental
sustainability plan
(Board item)
Develop a framework and policy to direct the
development of a 5-year operational and sociallyresponsible plan: A) Current and future business
approach to responsibility, B) Create a safe,
secure, and innovative environment, C) Utilize
newest technology.
Board of Trustees approves policy.
Administration develops operational plan.
All implement.
Evaluate effectiveness.
Energy cost.
A sustainable and socially
responsible organization.
Owner
All
20
6. ACTION PLANS ABOUT IMPROVING SYSTEMS AND PROCESSES
Owner
Action
Put mechanism in
place to get
consensus on
developing and
measuring
effectiveness.
Description
Implementation Steps
Faculty should lead the process.
Implement PDCA
and other best
practices
Better alignment/definition/training of roles and
responsibilities.
Better process improvement mechanisms by the
implementation of PDCA (Plan-Do-Check-Act).
Prioritize and limit initiatives.
Inventory and
prioritize initiatives,
and create processes
for improvement
and decision-making
Develop a process to inventory initiatives and
prioritize to include establishing a representative
team, appropriate timelines and specific of
implementation.
Create a process for district-wide process
development (including establishing a
representative team, appropriate timelines and
specifics of implementation (including PDCA
process).
Define the decision making process of the Alamo
Colleges (including charges of each district
committee and scope of responsibility).
KPI
Outcomes
Examine admissions
process to
determine whether
or not we are
capturing the
information we need
regarding students'
intent for attending
the Alamo Colleges
(i.e., earn certificate,
earn degree,
transfer, improve
21
work skills).
Action
Integrated systems
Description
Develop systems for decision-making, process
management, and project management that
include appropriate stakeholders and data
analysis.
Implementation Steps
Develop a project management approach.
Test with three major projects.
Develop measure, evaluate and improve.
KPI
Cycle time/cost/
reduced rework
Outcomes
Reduced cycle time, cost, and
rework.
All
Human
capital/capabilities
Employ, develop, evaluate, recognize, and release
(if necessary) employees to support the primary
goal of student success.
Assess internal capability.
Hire externally based on assessment.
Improve evaluation tools and process. Improve
training and development.
Performance
gaps.
Improved performance
results.
All
Cross-training in the
transfer center to
assist with
career/academic/fin
ancial/sections
All
District-wide process
development
Stakeholders would be involved in process
development. It would include best practices.
Number of
process
developed.
Number of
processes that go
through PDCA.
Improved input, outputs, and
cycle time.
All
Decision-making
process
Create a dashboard (file share). Allow each
committee to add scope of responsibilities.
Owner
All
Provide training (cross-training), check for
success of cross-training information/skills.
Increase in non-traditional commuter students
using advisement, financial aid at all hours.
Students will be able to access all support
services from early in the morning until late at
night.
Create a representative team.
Create timelines.
Create a process development plan. - Include
Plan, Do, Check. ACT. Create a list of processes.
22
All
Identification of
problem processes
Supervisors are instructed to be aware of and to
report consistent flaws in our systems/processes.
Identify problems.
Develop a system.
Present for approval at colleges/district unit
levels.
Implement plan.
Review and revise as needed.
Less complaints More satisfied
employees and
students.
More effective processes in
doing our jobs.
All
Expand hours and
accessibility for
students support
systems
Ensure support functions are available during the
evening course time. Keep the bookstore open at
night and have qualified counselors/advisor
available.
Hire and cross train staff for expanded hours.
Students utilizing
services, more
students enrolled
at night.
Student enrollment increase
for after hours courses.
Owner
Action
Description
College
Develop more
evening/weekend
classes for working
adults
Increase scheduling to consider work adults.
Work with faculty and advising to schedule
classes.
District
Cross college/district
collaboration
Restructure President's evaluation to require
cross-college and district collaboration.
Add into P3 (Presidents' Performance Protocol).
District
Hire an independent
consulting firm to
make
recommendations
for the improvement
of our existing
Banner system and
hardware
Hire an independent consulting firm to make
recommendations for the improvement of our
existing Banner system and hardware (include
conducting a skill set analysis of staff who could
provide first-hand knowledge); include student
and user input.
District
Create an Alamo
Colleges "311"
An Alamo Colleges "311" would serve as a
clearinghouse of information related to all things
Alamo Colleges, such as to contact for what, where
to find procedures, etc. A tracking system could
be established to provide data related to this
effort.
Implementation Steps
KPI
Increased
enrollment.
Outcomes
Higher revenue.
Larger market share.
23
7. ACTION PLANS ABOUT IMPROVING COMMUNICATION AND COLLABORATION
Owner
Action
Building trust
Description
Implementation Steps
Participate and involve.
Personalize, empathize, assure, and reassure.
KPI
Outcomes
Increase access to
meeting minutes of
district/colleges
All
Communicate via
ACES
ACES will be the official email for students. We
need to communicate that to students and get
everybody on board (no emails via Gmail, Yahoo
or AOL)
Policy statement to PVC and Board.
Communicate new model (initiative) to
students/staff/advisors.
Increase in
number of more
informed
students.
All
Business plans
include collaboration
Any project or program to be implemented or
expanded would require a business plan that
includes one or more partners to help achieve
program goals.
Define business plan template/model.
Train to utilize and complete business plan and
method to engage partners.
Require collaboration in all project/program
proposals and approvals.
1) More
Resources
acquired 2)
More people
impacted 3)
Defined outcomes
achieved.
All
Cross-college
operational unit
communication
Identify key people among colleges.
Set calendars.
Administrative support.
Clear agendas with plan for feedback.
Report out.
Minutes of
meetings (report
outs to include
website).
All
Improve interactive
technology use
Use interactive technology for open
communication, transparency and ownership.
Establish new technology channels, plan, and
train.
Usage, page
views.
All
External
communications
Frequent and different venues; signage for
electronic newsletters; list serves. Incorporate
outcome measurements (may need to be
developed and implemented/expanded).
Creating address databanks, identifying and
collaboration with groups that already use these
mechanisms.
Return rate.
More informed students;
Verification of students.
Improved cross-college
relationships.
Help students achieve more
success.
Increase in outreach.
24
All
Reciprocal
community service
1) Colleges and district employees serve on a
community board and committees. 2) Community
members serve on Board and college committees.
Survey employee participation (current) and
their interests (aligned with goals and mission).
Compile a databank of involvement
opportunities.
KPI
Increased engagement
(reciprocal)
Action
Description
All
Dissemination of
information
district/college
meetings
Regular updates to/from key officials and groups.
All
Establish a district
wide communication
plan
Establish a process for up/down and across
communication throughout the District.
All
Set district-wide
priorities and guiding
principles
In order to more effectively communicate we have
to understand what we are focusing on, then
make sure that we stay on task.
Review mission, vision, values for possible
change.
Identify critical challenges to our vision and set
priorities based upon challenges of actions.
1) Percentage of
employees who
know our
priorities (survey).
2) Completion of
priorities
(meeting goals)
becoming
national
performers.
All
Establish a districtwide decision making
model
"Concur/No concur" model: Discussion making
starts at lowest level of organization. If consensus
cannot be reached in 24 hours, elevate to next
level of the organization, keep trying to solve until
it reaches the Chancellor, if necessary.
Write-up model.
Trial model for 90 days.
Reassess after 90 days and refine focus PDCA
style.
Survey before :
People in the
chain of
command = all
levels.
Fast, clear decisions (us),
current death by committee.
All
Establish a culture of
collaboration
Actively seek collaboration and partnerships in
planning and implementation of programs and
services.
Require that all planning includes potential
collaborations and partnerships and ways to
ensure the viability of such partnerships.
The number of
successful
partnerships and
ways the
partnership has
benefitted
students.
Better relationships with
colleges, district, students
and the community. Increase
in the number of potential
supporters.
Owner
Implementation Steps
Level of
engagement.
Outcomes
Surveys for more
feedback on
better
communication
strategies.
25
All
Systematize business
mapping process that
can be used between
departments for
inter-departmental
collaboration and
process
improvement
1) Map processes using common form. 2) Use gap
analysis for improvement. 3) Model will be
developed for use in all areas.
Develop timeline.
Assign responsibilities.
Delineate expected outcomes.
Evaluate implementation/completion.
Action
Improve strategic
planning between
colleges/district
Description
1) District strategic planning occurs with input
from college leadership. Agreed upon priorities
are established each year and work group action
plans are developed with cross-college/district
teams. 2) Timelines for priorities are developed
3) Key performance indicators are defined.
Implementation Steps
CPVC approve/endorse/support newly designed
process.
Newly designed process prepared by action team
comprised of senior leaders from across the
organization. Working team of 15.
Implement.
All
Develop menu-based
options for students
to customize the
communications they
receive
Students can sort/select the communications they
receive by completing a menu-template to opt in/
out of desired messages.
Develop menu of communications.
Conduct needs assessment.
Create Menu template and advertize menu
template.
Develop required instructions to use the menutemplate.
Students
reporting
receiving the
messages they
find most
relevant.
Students are well-informed.
All
Use social media to
deliver college
messages
Each student has an opportunity to develop a
customized profile to opt in/opt out of
communications, through Twitter, Facebook, etc.
Students can select type of information desired
(sports, arts, etc.)
Develop webpage.
Develop a needs assessment to determine
categories for menu profile.
Create menu profile template, announce menu
profile template.
Develop instructions for users to submit and
update their desired profile that customizes the
emails and communication they receive.
Measure KPIs,
higher percentage
of satisfaction
with media tools
communication.
Better dissemination of
information to students.
All
Seek bottom-up
input
Use of open forums to solicit input, create tracking
system to score and weigh input, report out on
how information is used.
Seek best practices/models.
Modify to fit Alamo Colleges needs.
Implement.
Greater input
from all
constituencies,
point of service
perspective vital
role in decision
making.
Decisions and processes are
more effective and efficient.
Owner
All
Number of
complaints
compared to
under prior
practices.
KPI
Reduced number of
complaints.
Increased efficiency.
Outcomes
Alignment of purpose and
priorities. Within a year, all
colleges have, for their
strategic plans, key elements
of the district strategic plan.
Reporting on outcomes is
occurring at all levels.
26
All
Improve feedback
loops
Creating standardized meeting minutes formats,
use of clickers in committee meetings.
Develop a form/standardized format.
Purchase clickers.
Train.
Announce to press.
Transparency of
divergent
opinions.
More honest and improved
communication.
All
Systematic
dissemination of
meeting outcomes at
district level
Like the Board minutes, a platform can be
establish and consistently followed so that
information can be shard to all employees in a
timely manner.
Create standard reporting document and
propose plan to PVC.
PVC is to instruct district’s communication chairs
to follow the plan to include responsibility to
disseminate the information.
Minutes are made
available to make
people informed
in a timely
manner.
Better support of Goal V,
Internal Communication.
Action
Increase use of
message board
system
Description
LED screens at student gathering places that
broadcast message about district or specific
colleges.
Implementation Steps
Locate student gathering places.
Purchase and mount LED screens.
Purchase equipment to wire and broadcast.
Train personnel on using equipment.
KPI
Fewer inquiries
regarding some
events (e.g.,
When does
registration
begin?").
Outcomes
Free up secretaries or deans
who may answer calls. A
more informed student body.
More centralized
communication system.
Deliver simplified
communication on
FA customized for a
diverse audience
Customized message delivered to the appropriate
audience.
College
Publish college
leadership,
discussion points,
and decisions
Published on the intranet (weekly).
PR builds, communicate with FA collaboration.
IT distributes.
Measure audience knowledge pre- and postintervention.
Use pilot and focus group.
Duplicate district postings.
District
Outsource call center
Contract with call center company to provide 24/7
customer service.
District
Chancellor weekly
address
Develop a Chancellor's weekly video address to
update Alamo Colleges employees, students and
community or current/future events.
District
Communication plan
for Financial Aid with
students
Annual plan to provide alerts to students of
processes, deadlines, unanticipated and planned
changes, etc. with timelines and communication
methods and responsible person/department.
Owner
All
All
Better informed constituents.
Better customer service.
Implementation
occurs within 60
days.
Employees informed in a
consistent and accurate
method.
Identify needs and scope of responsibility and
work.
Identify vendors.
Reassign current staff.
Monitor for effectiveness.
80 percent
satisfaction on
customer
satisfaction
survey.
Improved dissemination of
college information to
external stakeholders.
Brainstorm/identify key information, methods,
and responsible departments to communicate
(based on data, i.e. user requirements,
feedback).
Establish plan.
Deploy plan.
Survey of
awareness or
engagement; rate
of forms
completed on
time.
More applications, fewer
errors on applications, bring
down number of complaints.
27
District
Publish PVC agenda,
discussion points,
and decisions
Published weekly on the intranet.
Duplicate Board postings and summary process.
Implementation
occurs within 60
days
Employees informed in a
consistent and accurate
manner.
District
Focus on quality
tools, topics and
development
Establish a process for district-wide sharing of best
practices; includes support services, student
services, and operational services.
Develop a "Quality College" web page that has
tools, best practices, forms/templates, class
workshops and seminars, presentations.
Number of users
on the site,
number of
tools/applications
being
used/accessed.
Embedded quality culture leads to quality solutions,
efficiencies and results
8. ACTION PLANS ABOUT COMMITTING TO FINANCIAL AID AS AN ORGANIZATIONAL RESPONSIBILITY
Owner
Action
Description
Implementation Steps
KPI
Outcomes
Systemic and
consistent process
and practices
All
Structure consistency
is key to systems and
processes that
support financial
assistance programs
Apply Texas, FAFSA, and advising.
Would set a structured system that the student
would need to complete before moving on to
next steps.
Number of
students
successfully
completing the
process before
enrollment.
More of a streamlined process
for financial aid and
scholarship applications.
Better time management of
Alamo Colleges personnel,
less confusion.
All
Require all applicants
for fill out the FAFSA
To increase post-secondary access by encouraging
students to apply for financial aid.
Map Apply Texas process.
Determine deployment protocol.
Use technology to aid process (i.e. software such
as Captivate, Form Explorer).
Number of FAFSA
completed.
Increased financial aid and
retention.
All
Partner with public
and private
organizations to
expand access and
increase funding
sources
Identify current and potential partners.
Examine Best Practices.
Set change, goals, and evaluation factors.
Total dollars
raised.
Increased financial donors and
support.
All
Financial aid
outreach indicative
Map Apply Texas process.
Determine deployment protocol; use technology
to aid process (software such as Captivate, Form
Explorer).
District develop initial content.
Each campus deliver training on an ongoing
basis.
Annual
evaluation of
training by
Financial Aid.
Increase in
retention;
Increase in
Financial aid.
Higher student satisfaction
and success; Reduction in
time.
Concise brief, simplified, pertinent content for
seminars to be delivered to faculty, staff, and
administrators (mandatory training). Increase
post- secondary access by encouraging students to
apply for financial aid.
28
District
Conduct seminars for
faculty and staff
Concise, brief, simplified, pertinent content for
seminars to be delivered to faculty and staff and
administrators (mandatory training).
District develop initial content.
Train-the-trainer training.
Each campus delivers the training and organizes
basis (use Train Track).
Annual
evaluation of
training by
Financial Aid.
Higher student satisfaction;
Reduction in time.
District
Set up FAQs on
website
Collaboration effort between Financial Aid offices
to disseminate information regarding loans,
grants, and scholarship requirements and
responsibilities.
Gather information from Financial Aid.
Develop questions and answers.
IT sets up the website.
Beta testing.
Customer service
(pre- and postsurvey).
Better informed
students/faculty/staff.
FINAL RETREAT PARTICIPANT VOTING ON TOP ACTION PLANS
2011 STRATEGIC PLANNING RETREAT REPORT
The following table includes the one or two priority actions for each strategic theme selected as priority by all retreat participants and subjected to instant
vote after their final reporting.
Theme
Action
Strongly
Agree
+
Strongly
Strongly
No
Agree Disagree
Agree
Agree
Disagree Opinion
in
Descending
Order
7
Establish a communication plan from Financial Aid that is
simple, timely, and targeted.
51%
37%
7%
3%
3%
88%
7
Systematize the dissemination of all meetings using a variety
of delivery platforms and interactive media to increase
engagement, transparency, and interactions. Pushing things
out from the PVC when appropriate.
59%
28%
4%
5%
4%
87%
3
Develop a district-wide process for student learning
outcomes. Compare the learning experiences across the
colleges. Conduct analysis of measurement tools and create
real time dashboards incorporating student learning
outcomes.
47%
38%
4%
2%
8%
85%
29
8
Create a financial aid outreach initiative to provide consistent
information to students (map Apply Texas process, utilize
technology to help process) and content for seminars and
mandatory training for faculty and staff to increase retention.
41%
43%
6%
2%
8%
84%
8
Consistency in processes and information is key. Financial aid
programs, students need to know what is available. Provide
the steps needed. Streamline the process to improve time
management.
37%
46%
4%
5%
9%
83%
30
5
1
4
2
5
6
1
Advance distance learning: offer 10 percent of courses via
distance learning. Decrease student need to come to campus.
Travel less and graduate faster. Virtual employment.
Recruiting and retaining adjunct faculty: provide support and
professional development through training/workshops.
Adjuncts to complete a number of hours to stay employed.
Marketing is key to increase transfer and graduation rates
(educate students on the disconnect between Associate’s
degree attainment and transfers; communicate with key
individuals about graduation process, value, buy-in by
faculty/advisors). Get real transferable degrees. Momentum
Points can be a driving force.
Support and deploy innovative developmental education
practices. Take current small strategies (e.g., accelerated
programs, linked courses, PASS, ibest) to scale and more
diagnostic testing.
Develop and align systems that support innovation: determine
what actually supports innovation, assess our systems and
develop strategies to increase innovation. Measurement of
outcomes. Look for innovation and decrease cycle time.
Get it right the first time: create a process for district-wide
process development, implementation, assessment, and
improvement (FOCUS PDCA). Consider data and inventory
management, prioritization of processes and initiatives, and
application of project management standards.
Pool resources from personnel, standardize processes across
colleges, and eliminate duplication to save money and time.
40%
42%
11%
3%
5%
82%
28%
53%
8%
4%
7%
81%
49%
32%
9%
3%
7%
81%
39%
40%
8%
3%
11%
79%
28%
46%
11%
7%
7%
74%
42%
32%
6%
3%
17%
74%
20%
46%
15%
3%
16%
66%
1 = Achieve Cost Savings and Efficiencies While Maintaining and Improving Results
2 = Secure Successful Completion of Developmental Education
3 = Develop and Measure Effectiveness of Learning Outcomes
4 = Increase Transfer/Graduation Rates
5 = Promote Sustainability
6 = Improve Systems and Processes
7 = Improve Communication and Collaboration
31
8 = Commit to Financial Aid as an Organizational Responsibility
32
VOICE OF THE PARTICIPANTS
2011 STRATEGIC PLANNING RETREAT REPORT
During the second opening presentation, retreat participants were asked to give their opinion on a few internal areas. The Q&A
voting results are as follows:
As You Understand It, the Fiscal Challenges
Facing the Alamo Colleges are:
A. Severe
B. Real but understated
C. Real but exaggerated
D. Imagined
85%
8%
7%
Which Cost-Cutting Strategy Do You Least
Agree with?
A. Across-the-board budget cuts
B. Salary Cuts
C. Furloughs
D. Layoffs
E. Unsure
12%
14%
10%
57%
5%
Which Cost-Cutting Strategy Do You Most
Agree with?
A. Across-the-board budget cuts
B. Salary Cuts
C. Furloughs
D. Layoffs
E. Unsure
60%
6%
19%
5%
9%
Our Current Shared-Governance
Environment Can Be Best Described as:
A. High Trust
B. Moderate Trust
C. Low Trust
D. Unsure
5%
30%
61%
3%
How Effective are the Alamo Colleges at
Using Data to Aid and Inform DecisionMaking?
A. Very effective
B. Somewhat effective
C. Not effective
D. Unsure
7%
51%
41%
2%
Given Our Current Fiscal Condition, Should
We Take Steps to Limit Our Future
Enrollment Growth?
A. Yes
B. No
C. Unsure
60%
34%
6%
33
RETREAT EVALUATION RESULTS
2011 Alamo Colleges Strategic Planning Retreat
Very Poor
Deficient
Fair
Good
Excellent
Evaluation
1
2
3
4
5
1. Information presented to you prior to this retreat
2%
6%
19%
49%
23%
91%
2. Online environmental scan
1%
2%
14%
51%
32%
97%
3. Introductory remarks and initial presentation
1%
0%
9%
47%
42%
98%
4. Instructions for working sessions
5%
10%
39%
35%
11%
85%
5. Facilitation throughout the day
2%
7%
33%
40%
19%
92%
6. Working sessions with colleagues
0%
1%
13%
47%
40%
99%
7. The methodology to establish priorities/
recommendations
3%
8%
18%
50%
22%
90%
8. Pace/dynamics of retreat
3%
12%
26%
42%
17%
85%
9. Facilities
0%
3%
7%
30%
60%
97%
10. Food
0%
2%
14%
47%
36%
97%
11. Beverages
0%
3%
18%
56%
23%
97%
12. Overall strategic planning retreat experience
0%
3%
24%
49%
24%
97%
13. Significance (Was it worth your time?)
2%
4%
24%
40%
30%
94%
Fair +
Good +
Excellent
34
RETREAT’S STRATEGIC THEMES
Strategic Themes
Alignment with
Alamo Colleges
Strategic Plan
Goal
Strategy
IV
B
II
C
II
D
4. Increase Transfer/Graduation Rates
II
A
5. Promote Sustainability*
IV
B, C, D
II
G
III
B
IV
A, B, C, D
V
A, B
I
A, B
IV
B
1. Achieve Cost-Savings and Efficiencies
while Maintaining or Improving Results
2. Secure Successful Completion of
Developmental Education
3. Develop and Measure Effectiveness of
Learning Outcomes
6. Improve Systems and Processes
7. Improve Communication and
Collaboration
8. Commit to Financial Aid as an
Organizational Responsibility
* According to the Baldrige Criteria (1.1a[3]), a sustainable organization is capable of addressing current
business needs and possesses the agility and strategic management to prepare successfully for its future
business and market environment. In this context, the concept of innovation includes both technological and
organizational innovation to succeed in the future. A sustainable organization also ensures a safe and secure
environment for its employees and other stakeholders. An organization’s contributions to environmental, social,
and economic systems beyond those of its employees and immediate stakeholders are considered in its
societal responsibilities.
35
ALAMO COLLEGES STRATEGIC PLAN
Vision The Alamo Colleges will be the best in the nation.
Mission Empowering our diverse communities for success.
Goals and Strategies
Goal I. Access to Higher Education
A. Recruit/Enroll to Reflect the Diversity of Our Communities
B. Recruit/Enroll from Low Educational Participation Areas
Goal II. Student Support
A. Achieve High Completion Rates
B. Maximize P-16 Partnerships
C. Achieve the Dream
D. Measure and Increase Student Success
E. Maximize Employee Accountability for Student Success
F. Enable Students to Become Responsible Local and Global Citizens
G. Achieve Outstanding Student Learning and Support Programs
Goal III. Workforce Development
A. Assert Regional Workforce Leadership
B. Offer Excellent Programs that Meet Employer Needs
Goal IV. Capacity to Serve
A. Attract, Develop, and Retain Employee Talent
B. Ensure Sound Financial Management
C. Utilize Technology for Success
D. Maximize Facilities Stewardship
Goal V. Organizational Communication
A. Cultivate Community Support and Loyalty
B. Ensure Effective Internal Communication
Values (how we behave)
INTEGRITY: We have the courage to act ethically, building a culture of trust and respect.
COMMUNICATION: We engage in open and transparent communication, information sharing, and collaboration.
COMMUNITY: We commit to a joyful culture of learning and service where unity in diversity occurs through
mutual respect, cooperation, and accessibility.
ACADEMIC FREEDOM: We value creativity, growth, and transformation through vigorous inquiry and a free
exchange of ideas for all.
ACCOUNTABILITY: We take responsibility for our actions and strive for continuous learning and improvement.
Core Competencies (what we do well that gives us competitive success)
1.
2.
3.
4.
5.
6.
Relationship development and community partnerships
Capturing market share (provide access) in selected (targeted) markets
Effective use of resources
Provide personalized approaches to support students succeeding
Organizational sustainability and agility
Stakeholder understanding/awareness of the Alamo Colleges
7. Employees effectively engaging in student success
36