Strategic Planning and
Performance Excellence at the
Alamo Community Colleges
Opening Doors, Closing Gaps, Achieving Dreams
Alamo Community Colleges
Five Reasons to Become the Best in the Nation
1. Our community critically depends on a great
human capital in order to move forward.
2. Leading businesses/industries in San
Antonio now present
real economic development opportunities.
3. San Antonio is in constant, growing
competition with other cities in Texas and the
nation.
Dr. Henry Cisneros, 2007 ACCD Convocation
Alamo Community Colleges
Five Reasons to Become the Best in the Nation
4. Community colleges are crucial to provide
access to education and economic
development.
5. San Antonio is a multicultural, traditional,
and special place that requires the Alamo
Community Colleges to support the way we
use education to ensure our future.
Dr. Henry Cisneros, 2007 ACCD Convocation
Five ACCD Strategic Plan Goals
ACCD Goals, Strategic
Drivers, and Outcome
Recruitment
Retention
STUDENT
SUCCESS
Completion
Clusters
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
Good to Great (HOW WE DO IT)
BUILD UP
Be the Best
Leader
Find Your
Place
DISCIPLINED PEOPLE
Honestly See
The Facts
Focus on
Best Results
DISCIPLINED THOUGHT
Be More
Disciplined
Build Up
Momentum
DISCIPLINED ACTION
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 and Budgeting System
Strategic Plan
Performance Budget
Budget
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)
Strategic Planning (Baldrige Criterion 2)
MISSION
VISION
Detailed Flowchart
ACCD GOALS
AND
STRATEGIES
VALUES
COLLEGE GOALS
KEY PERFORMANCE INDICATORS
(Metrics, Benchmarks, Targets)
COLLEGE STRATEGIES
DISTRICT OFFICE ACTION PLANS
COLLEGE DEPARTMENT
ACTION PLANS
INDIVIDUAL TASKS
EVALUATION AND CONTROL
PERFORMANCE BUDGET
STUDENT
SUCCESS
Measuring Key Performance
Indicators (KPIs)
WHAT TO
MEASURE
OUTPUT
KPI MEASURE EXAMPLE
% of students who completed
their remedial Math courses.
OUTCOME % of students who enrolled in
college Algebra after
completing their remedial
Math courses.
PERFORMANCE BUDGET
Identify:
●
●
●
●
●
●
●
Targets
Programs and activities
Objectives, outputs, and outcomes
Activities linked to long-term goals
Cost of activities
Cost of achieving objectives
Success of activities and expenditures
and
SPM
Connecting the Dots for
Student Success
1. Good to Great shows us HOW TO DO
things to reach institutional greatness.
2. Baldrige is a performance excellence
framework that shows us WHAT TO DO
to operate accountably for all ACCD
stakeholders. Baldrige helps us pay
attention to various dimensions to
produce better results.
Connecting the Dots for
Student Success
3. Strategic Planning (Baldrige criterion 2)
requires us to align goals, strategies, and
action plans to our mission, and helps us
flow from goals to performance budgets.
4. Outputs (the immediate results delivered by
a program) and Outcomes (the observable,
measurable longer-term results of the
outputs) need to be distinguished when
determining and measuring KPIs.
Connecting the Dots for
Student Success
5. Our Performance Management
Framework, under the Baldrige umbrella,
shows the flow of data/information to
facilitate strategic planning, performance
budgeting, and decision-making.
6. Our ultimate Outcomes: Student and
Community Success.
Appendix 1
Good to Great, Baldrige, and Student Success
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
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
OPERATIONS
18. Financial Management
19. Communication
20. Regulatory Compliance
21. Human Resources Management
22. Economic Advancement
23. Facilities
* Includes KPI measures recommended by the THECB
ACCD Performance Management Framework
BALDRIGE CRITERIA
Information
SPM
STRATEGIC PERFORMANCE
MANAGEMENT
-Information dashboards
-Strategy maps
-Scorecards
Strategic Plan
Vision, Mission, Values
Goals I, II, III, IV, V
Strategies
Drivers
KPI
Targets
Data (measurements of a variable)
Information
Information (processed and organized
data for decision-making)
TracDat
Alignment
Banner
STUDENT
EMPLOYEE
FINANCIAL AID
FINANCE
Goals
ALIGNMENT Objectives
College/Division
Strategic Plans
Action Plans
Objectives
Results
New initiatives
Performance Budgets
Plans
Data
PROGRAM ASSESSMENT
Information
Plan
Collect Data
Analyze
Utilize
Follow up
DOCUMENTATION
REPORTING
Data
External
Databases
Appendix 2
Good to Great
by Jim Collins
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.
Hedgehog Concept (Focus on Best Results)
Our Passion
Core Values
Mission
What
We Are
Best At
Core Competencies
Our
Resource
Engine
Time
Money
Brand
Focusing on the intersection of what we do best, our purpose and
values, and our resources to deliver the best long-term results.
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