Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

HCC Transformation Phase 2 Fall 2016 Update

9,870 views

Published on

HCC Transformation Phase 2 Fall 2016 Update

Published in: Education
  • Dating direct: ♥♥♥ http://bit.ly/2F4cEJi ♥♥♥
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • Follow the link, new dating source: ❤❤❤ http://bit.ly/2F4cEJi ❤❤❤
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • Be the first to like this

HCC Transformation Phase 2 Fall 2016 Update

  1. 1. 1 Transformation Phase 2.3 October 25, 2016
  2. 2. 2
  3. 3. • Academic Standards • Collaboration • Student Success • Educated Workforce • Culture of Trust • Innovation • Passion • Accountability • Student Commitment • Consistency Core Values 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 3
  4. 4. 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 1. A more efficient college 2. A more interconnected college 3. A more responsive college 4. A more aligned college 5. A more innovative college 6. A more successful student and graduate Organizational Drivers Desired Future State 4
  5. 5. 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. The Ultimate Student Experience 5
  6. 6. Focus Foster Employ Improve Increase Ensure Serve Process Engage Build Teach Expand 6
  7. 7. 7 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 7
  8. 8. 8 Organizational Alignment – Divisional View INSTRUCTION STUDENT SERVICES FINANCE & ADMINISTRATION SUSTAINABILITY LEGAL & COMPLIANCE COMMUNICATION 8
  9. 9. 9 KIMBERLY BEATTY VC for Instructional Services STEPHEN LEVEY AVC for Instructional Services XXX Dean Life & Natural Science XXX *Dean Business (COE, Northeast College) XXX Dean Mathematics XXX Dean English & Comm. XXX Dean Social & Behavioral Science XXX Dean Liberal Arts, Humanities & Education XXX Dir CoE Virtual College CATHERINE O’BRIEN AVC for College Readiness XXX Dean of College Readiness DAVID JOOST Dir Adult Basic Education XXX Dir P-16 Initiatives MADELINE BURILLO AVC for Technical Education XXX Dean Continuing Education MATIAS GARZA Dir Operations DAWNICA JACKSON Dir Marketing XXX Dir Perkins Deans/Dir Centers of Excellence XXX Exec Dir Curriculum & Instructional Assessment XXX Dir, Visual & Performing Arts XXX Exec Dir Honors & Weekend College JUDY CANTWELL Dir SACS & Compliance DAVID DIEHL Dir Faculty Academy CESAR MALDONADO Chancellor HOUSTON COMMUNITY COLLEGE BOARD OF TRUSTEES VALERIE SIMPSON Associate General Counsel & Compliance Officer SANDRA GARCIA Associate General Counsel ASHLEY SMITH Acting General Counsel FREDERICA GUTHRIE Communication Officer REMMELE YOUNG AVC Governmental Relations DAVID CROSS Dir EEO/Compliance GWEN DRUMGOOLE Manager Risk Management XX Manager Records Retention XXX Dir HCC-TV SHEILA BRIONES Dir Community Development JOSEPH CONWAY Dir Print & E-Media Community Outreach Senior Writer Budget Analyst INSTRUCTION) FINANCE)&)ADMIN) LEGAL)&)COMPLIANCE) COMMUNICATION)SUSTAINABILITY) JENNIFER HOLMES Dir Entrep. Initiatives/ Community Relations MAYA DURNOVO Chief Entrepreneurial Init. Officer MARTHA OBURN Exec Dir Institutional Research & Innovation EDMUND HEROD VC for Innovation, Planning & Institutional Analytics CATHERINE LANDRY Exec Dir Goldman Sachs (Grant funded) JANICE JACQUES Dir Grants Development MARIO HEREDIA Dir Research Support Services GIGI DO Exec Dir International Initiatives Planning & Budget Procurement Financial Aid TERI ZAMORA VC for Financial & Administrative Services WILLIAM CARTER VC Information Technology Information Technology JANET MAY Chief Human Resource Officer Human Resources CHARLES SMITH Chief Facilities Officer Facilities KARLA BENDER Controller ROGELIO ANASAGASTI Exec Dir Procurement GREG CUNNINGHAM Chief HCC Police Police RON DEFALCO Treasurer Treasury Operations JOELLEN SOUCIER Exec Dir Financial Aid XXX Exec Dir Libraries Corrections Apprenticeships Center for Health Science Professions XXX Exec Dir Success & Completion IRENE PORCARELLO Interim VC for Student Services RUDY SOLIZ Interim President SE College College Operations Student Services XXX Dir CoE Material Science XXX Dir CoE Logistics MARGARET FORD- FISHER President NE College College Operations Student Services ZACHARY HODGES President NW College College Operations Student Services XXX Dir CoE Engineering XXX Dir CoE Media Arts & Technology XXX Dean CoE Global Energy Institute XXX Dir CoE Public Safety Institute XXX CoE *Transportation WILLIAM HARMON President Central College College Operations Student Services PHILLIP NICOTERA President Coleman College College Operations Student Services XXX Dean CoE Health Sciences XXX Dir CoE Consumer Arts Sciences XXX Dir CoE Construction XXX *CoE Aviation CHERYL STERLING AVC, Student Success PARVIN BAGHERPOUR AVC International Student Services XXX Exec Dir Student Learning & Support District Student Services Instructional Learning Support District International Student Services FENA GARZA President SW College College Operations Student Services XXX Dir CoE Adv Manufacturing XXX Dir CoE Digital & Info Technology XXX ** CoE Robotics New/)Repurposed)posi?on) Change)in)Repor?ng)Structure) STUDENT)SERVICES) Created Nov/Dec 2015 9
  10. 10. 10 Student Svc Fin & Admin Gen Counsel Planning & IE Com & Marketing Instruction Organizational Alignment – Functional View 10 Value Zone (delivery) Empowerment Zone (resource mgmt) Strategy
  11. 11. 11 Student Services Redesign Criteria 11 A. Be aligned with the strategic plan. B. Improve student satisfaction. C. Empower delegation to the Value Zone. D. Right size span of management E. Improve communications. F. Reduce process (cycle) time. The new structure should:
  12. 12. Matching Structure to Strategy Basic Structures Functional • Undifferentiated market • Scale of expertise • Long life cycles • Common standards Geographical • Service on site • Appear local • Geographic market • Low transport cost Process • Potential for change • Need for reduced cycle • Strong alt to functional • Reduced costs 12
  13. 13. Matching Structure to Strategy Basic Structures Functional • Undifferentiated market • Scale of expertise • Long life cycles • Common standards Geographical • Service on site • Appear local • Geographic market • Low transport cost Process • Potential for change • Need for reduced cycle • Strong alt to functional • Reduced costs 13
  14. 14. Matching Structure to Strategy Basic Structures Functional • Undifferentiated market • Scale of expertise • Long life cycles • Common standards Geographical • Service on site • Appear local • Geographic market • Low transport cost Process • Potential for change • Need for reduced cycle • Strong alt to functional • Reduced costs 14 Reinforcing lateral constructs are key to hybrid structure
  15. 15. 15 2003
  16. 16. 16 16
  17. 17. 17 17
  18. 18. 18 Abandoned Calls 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 56,400 in 2014Q1 18
  19. 19. 19 Call Center Dashboard - Financial Aid 19
  20. 20. 20 HCC Police Transformation
  21. 21. 21 Material Covered • Why • How • Benefits • For Police & you • When • Decision points moving forward 21
  22. 22. 22 Why? The challenge was to improve police and security service delivery and quality across the district. • The plan was developed by the District Lieutenants as their best recommendation to improve our Department and service to you the community • The group studied and mapped data: o Crime reports and calls for police services o Population in the in each building, over each week & day o Response times, for staff to arrive at scenes o Quality of service/training/operations 22
  23. 23. 23 Why? Part 2 • Identified core services • Clustered patrol beats without regard for college geography • Identified training needs for the police The mission was to improve safety: • Assign people where they are needed • Ensure officers’ movements are fluid and able to move to problems as they occur • Ensure higher levels of safety by having multiple units assigned to each call when needed • Deploy more supervisors to be “hands on” at incidents to ensure quality outcomes 23
  24. 24. 24 How? All police and security staff will work four (4) 10 hour shifts each week. This provides shift overlap on every shift to: • Provide coverage during Roll Call periods • Double the number of staff available during peak service times • Never leave the college without out police staff to serve them Provide Command Level leadership on each shift 24
  25. 25. 25 How? Part 2 Mobility: Move multiple people to calls for service, for officer safety and management of more serious incidents and assign them to different jobs/assignments over a single work day where they can bring value Campus familiarity: Now 2 or 3 officers know your campus. With this plan, 30 officers will be familiar the first year, and more the second year Community policing is not, “one and the same officer” everyday … it is teams of officers who know the community and the geography who work together with the community to identify, and correct problems. More familiarity and eyes, see and correct more issues 25
  26. 26. 26 Before and After Day and Night Shifts When complete: • Increase in police supervision • Increase in police officers, especially during peak times • Campuses will continue to have foot/bike and vehicle patrol 26
  27. 27. 27 Benefits • Commanders on all shifts • The Staff work and train in teams (improve emergency response) • Additional supervision in the field monitoring work • Additional opportunities for police to exercise all their skills due to changing assignments • Leverage security CCTV and access control systems better • Consistent services to all campuses • Consolidated communication and messaging to staff; life saving material like this: https://www.dea.gov/video_clips/Fentany l%20Roll%20Call%20Video.mp4 • More assets available when needed • Officers will learn and get to know more members of the community and campuses 27
  28. 28. 28 When? • New Headquarters is complete • Lieutenants move Oct 24 • Sergeants and Corporals move Nov 7 • Police move Nov 28 • Security move Jan 2 You will begin to see changes in people and coverages after Nov 28 28
  29. 29. 29 Impact on Campus Upcoming Changes – communication channels Use the new non-emergency service line/on-line request for all special non emergency services • Emergency or need police now! 8-8888 • An event or need something tomorrow. 8-8190 or by Winter Break … request on line at the police website (being developed now) • Need police to speak at your event? 8-8190 • Having a major event and need parking control? 8-8190 • Need an officer assigned to a meeting or event? 8-8190 29
  30. 30. 30 Impact on the Campus Upcoming Changes – Items to be managed by colleges • Small event parking (cone placement) • Report your schedules (open/closed/holiday etc.) 8-8190 – will develop protocol • Distribute parking pass holders, maps and general information to faculty, students and staff at your information counters • Take ownership of opening and closing your campus until the security retrofit is complete - Police will visit with each COO to coordinate • if you have a Campus Manager please open your building; if you have multiple buildings on a campus, police will continue to help • Facilities suggestion to common key classrooms and issue keys to faculty enables the Campus tech to manage perimeter doors rather than classroom unlocking (a possible solution for all) 30
  31. 31. 31 Houston Community College 31
  32. 32. 32 32

×