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HCC Transformation Journey: HCC Presentation at ACCT 2016

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HCC Presentation at ACCT 2016: Chancellor Cesar Maldonado with with Trustee Carolyn Evans Shabazz and Trustee Robert Glaser.

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HCC Transformation Journey: HCC Presentation at ACCT 2016

  1. 1. A Transformation Journey 2 Discovery Design Implementation Experience
  2. 2. A Transformation Journey 14 Discovery Design Implementation Experience
  3. 3. The Knowns and Unknowns 3
  4. 4. Service Delivery Area 6 colleges / 629 sq miles / 2.4 MM people 4
  5. 5. Enrollment Trends [VALU E] [VALU E] 60 62 64 66 68 70 72 74 76 78 80 Fall 10 Fall 11 Fall 12 Fall 13 Thousands Enrollment Trend Fall Semester Unduplicated Headcount 7.1 5.9 5.5 4.7 0 1 2 3 4 5 6 7 8 Fall 10 Fall 11 Fall 12 Fall 13 Thousands Dual Credit Enrollment Trend Unduplicated Headcount 5
  6. 6. Award Trends 9.0 11.0 6 8 10 12 14 16 18 AY 10 AY 11 AY 12 AY 13 Thousands Award Trend All Awards 2013 Rankings Community College Week no. 9 All Disciplines Minority Grads Asian American Grads African American Grads Hispanic Grads no. 1 no. 7 no. 3no. 4 6
  7. 7. Institutional Pride 2013 Recommend HCC % Faculty and Staff Who Recommend HCC 7 20% Do not recommend 80% Do recommend
  8. 8. Financial Points TUITIO N $113 LO CAL TAX $102 STATE APP $62 AUX REV $15O TH ER $10 Increase over 2013 budget +4% 2014 Budget (in millions) 8 Sedentary Bond Projects $ 425 MM
  9. 9. Unknown Knowns Every system is perfectly designed to produce what it is producing. BOND PROJECT OVERRUN(EST.) $ 75MM 9 CALL CENTER DROPPED CALLS PER QUARTER 56,400 CURRENT BUDGET GAP $ 21MM $ $
  10. 10. Cultural Assessment Definitions of leadership say nothing about authority. 10 60% Hierarchy 20% Parochial 20% Market
  11. 11. Performance Barriers When the leaders are divided in their answers, you know that there are big problems throughout the organization … a clear sign of vertical misalignment, starting at the top … Lou Gertsner, upon starting IBM turnaround in 1993 20% HR Practices 10% Finances 11 50% Management 20% Procedures
  12. 12. Core Behaviors Drive Continuous Imprv 25%75% Accept Responsibility 33%67% Support Organizational Goals 32%68% Adapt to Change 15%85% Communicate Effectively 22%78% No matter all the planning, unknowns always exist. AlwaysSometimes or Never 12
  13. 13. Core Values Collaboration 92% Culture of Trust 98% 2% Innovation 27%73% Passion 28%72% Consistency 94% Accountability 14%86% 13 6% 8% AlwaysSometimes or Never
  14. 14. A Transformation Experience 14 Chief Academic Officer VC Student Services Chief Financial Officer General Counsel Chief Facilities Officer Public Information Officer College President Central College President Health Sci College President Northeast College President Northwest College President Southeast College President Southwest VC Planning Chief Information Officer Leadership Team Stress
  15. 15. A Transformation Journey 14 Discovery Design Implementation Experience
  16. 16. Organizational Lifecycle Adapted from “The Lifecycle of Social Systems” (p. 38), in Meaning, by C. Havener, 2001, Minneapolis, MN: Beaver’s Pond Press. 15 T I M E ORGANIZATIONALPERFORMANCE GROWTH DECLINE DISSOLUTION PHASE III-A DEGENERATIVE PHASE III-B INTEGRATIVE PHASE II NORMATIVE PHASE I FORMATIVE BREAKPOINT #1 BREAKPOINT #2 GOOD MANAGEMENT GOOD MANAGEMENT SURVIVALSURVIVAL PEAK MATURITY GOOD TO GREAT LEADERSHIPGOOD TO GREAT LEADERSHIP
  17. 17. Time (years) Stakeholder Value ($) Long-Term Growth in Stakeholder Value Service Innovation Student Management Operational Effectiveness Horizon 1 Horizon 3Horizon 2 Customer Management Processes Operations Management Processes Innovation Processes 1 2 3 4 5 16 Tech Transfer H2 -> H1
  18. 18. Entrance Plan Framework Garza Mitchel, R.L. and Maldonado, C. (2014). Strategic planning for new presidents: Developing an entrance plan. Community College Journal of Research and Practice, 00, p. 1-9. 18 Finances OperationsPolitics Structure Entrance Plan Framework
  19. 19. Eight Steps to Transformation Adapted from Leading Change: Why Transformation Efforts Fail, by J.P. Kotter, 2007, Boston, MA: Harvard Business Review Press. 19 Urgency Coalition Vision Communicate Empower Plan Consolidate Institutionalize
  20. 20. A Transformation Journey 20 Discovery Design Implementation Experience
  21. 21. Establish a Sense of Urgency The Case for Organizational Change •  Employee morale •  Appraisal/reward systems •  Equity and fairness •  Financial risk management •  Budgeting •  Cost consciousness •  Product positioning Too many organizations are structured to have different functions compete with each other, not work for the good of the total. - H. James Harrington •  Customer relations •  Quality of service •  Quality of product •  Organizational alignment •  Project management •  Community relations •  Board relations 21
  22. 22. Form Guiding Coalition – G65 22
  23. 23. Create a Vision 1.  Leverage our size and resources 2.  Have a clear vision 3. Eliminate inefficiencies 4.  Align priorities across the system 5. Create opportunities •  A more efficient college •  A more interconnected college •  A more responsive college •  A more aligned college •  A more innovative college •  A more successful student and graduate Organizational Drivers Desired Future State 23
  24. 24. The HCC Vision HCC will be a leader in providing high quality, innovative education leading to student success and completion of workforce and academic programs. We will be responsive to community needs and drive economic development in the communities we serve. 24
  25. 25. Focus on Strategy Change Leadership •  Mobilization •  Governance processes •  Focus on strategy Strategic Alignment •  Link to budgets •  Analytics feedback •  Learning and adjusting Strategic Focus •  Strategic awareness •  Strategic readiness •  Strategic scorecards Organizational Alignment •  Corporate role •  College synergies •  Shared service synergies Translate Strategy •  Operational processes •  Continual improvement •  Execute plan
  26. 26. Organizational Alignment INSTRUCTION STUDENT SERVICES FINANCE & ADMINISTRATION SUSTAINABILITY LEGAL & COMPLIANCE COMMUNICATION
  27. 27. conceptual view Centering Excellence and Connecting Community 25
  28. 28. 27 C O M P E T E N C I E S T R A N S F O R M A T I O N V I S I O N H C C C O R E VA L U E S M I S S I O N A. Focus on one HCC and consistency of quality experience across the campuses, departments, and facilities B. Foster an environment within the institution as a compelling place to work and learn C. Employ analytic measures to assess and guide performance excellence I. STUDENT SUCCESS A. Improve student preparedness, readiness and alignment B. Improve the student experience C. Increase student completion D. Ensure that instructional programs prepare students for success in current and future working environments II. ORGANIZATIONAL STEWARDSHIP A. Ensure that the strategic plan serves as the basis for funding B. Improve and streamline business transactions and processes C. Increase diversity, inclusion and engagement throughout the institution III. PERFORMANCE EXCELLENCE A. Build a culture that champions collaboration, creativity, and innovation B. Increase innovation in teaching and learning C. Expand the use of technology throughout the institution IV. INNOVATION Focus Foster Employ Improve Increase Ensure Serve Process Engage Build Teach Expand
  29. 29. Transformation – Phase 1 Timeline Oct AprMarFebJanDecNovSept 2014 2015 May Jun Jul G65 Organizational Identity Org Values Building on Strategy Session President Pitch for COE Org Structure President Pro. Business Canvas MBTI Team Building/ Business Model Charge to G13 Org Structure Organizational Assessments Vision Statement Transformation Presentation Defining Centers of Excellence All College Day & State of the College COE Unveil Transformation Org Structure Chat w/ Chancellor All Campuses Feedback Sessions Student Advisory Feedback Session 29
  30. 30. Phase 2 FunctionalEmpower Others to Act Instructional Services Police Department Human Resources Financial Aid Treasury DepartmentStudent Financial Services Functional Area Restructuring 28
  31. 31. Plan for Short Term Wins Instructional Services Accomplishments Expanded instructional professional development with 408 faculty requesting $514,418 in funds 30
  32. 32. Enrollment Trends Total Student Enrollment Unduplicated Headcount Dual Credit Enrollment Trend Unduplicated Headcount 31 60   65   70   75   80   Fall  10   Fall  11   Fall  12   Fall  13   Fall  14   Fall  15   Thousands  
  33. 33. Award Trends Award Trend All Awards 32
  34. 34. All Disciplines Minorities African American Asian Hispanic 1 2 3 4 5 6 7 8 9 Student Success Rankings 33
  35. 35. All Disciplines Minorities African American Asian Hispanic 1 2 3 4 5 6 7 8 9 Student Success Rankings 34Community College Week. (2016, September 27). Top 100 Charts. Retrieved from Community College Week: http://ccweek.com/articles.sec-17-1-top-100- charts.html. 27% Increase (1,281 Students) 32% Increase (1,026 Students) 28% Increase (347 Students) 26% Increase (144 Students) 39% Increase (532 Students)
  36. 36. Institutional Pride 2015 Recommend HCC % Faculty and Staff Who Recommend HCC 10% Do not recommend 90% Recommend 35
  37. 37. Abandoned Calls 36 0   10   20   30   40   50   60   January   February   March   April   May   June   July   August   September   October   November   December   January   February   March   April   May   June   July   August   September   October   November   December   January   February   March   April   May   June   July   August   2014   2015   2016   PERCENTAGE   Abandoned  Calls  
  38. 38. Call Center – 3 Year Trend 60% 73% 79% 90% 40% 27% 21% 10% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% FY 2014 FY 2015 FY 2016 GOAL PercentofTotalCalls TOTAL CALLS HANDLED Calls Abandoned 98% DECREASE Calls Handled 30% INCREASE Reasons for Improvements •  Focus on Student Success •  Increase in # of FT staff •  Use of data to drive the scheduling of staff •  Dashboards developed to provide real time monitoring of each Call Center •  Improvements in call routing and management
  39. 39. Call Center Dashboard - Financial Aid
  40. 40. Phase 2 Functional Communications Sustainability/Planning and Institutional Effectiveness Student Services Information Technology Educational Technology Services Adult Basic Education Division of Extended Learning Empower Others to Act Functional Area Restructuring 37
  41. 41. •  Academic Standards •  Collaboration •  Student Success •  Educated Workforce •  Culture of Trust •  Innovation •  Passion •  Accountability •  Student Commitment •  Consistency Core Values Institutionalize the HCC Way – Our Cultural Core •  Deliver High Quality Work •  Accept Responsibility •  Serve Our Stakeholders •  Support Organizational Goals •  Drive Continuous Improvement •  Act with Integrity •  Think Critically •  Manage Change •  Communicate Effectively Core Behaviors 38
  42. 42. FORWARD Campaign 39
  43. 43. FORWARD Alignment With Values and Behaviors 40
  44. 44. A Transformation Journey 41 Discovery Design Implementation Experience
  45. 45. Lessons Learned 1.  A strong and clear vision and definitive commitment from the Board is essential to a successful transformation. Promulgate the vision rapidly throughout the institution. 2.  Ongoing and consistent communication with the Board (and the organization) is critical to success of the transformation. 3.  The executive leadership must be situationally aware and sensitive to the transformation’s impact on multiple audiences. Successful organizations understand that their culture is unique and requires constant nurturing. 4.  Slow is fast during a transformation. Once the cadence is established, it is difficult to regain momentum if you lose focus. 5.  Identify key performance indicators early in the transformation process. Collect data on a regular basis throughout the process and use the data to drive initiative decisions. 42

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