University Leadership Summit: HCC Chancellor Presentation
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Leading During Difficult Times: Dr. Cesar Maldonado's presentation at University Leadership Summit.
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University Leadership Summit: HCC Chancellor Presentation
- 1. 1 Leading During Difficult Times Cesar Maldonado, Ph.D., P.E. University Leadership Summit October 21, 2016
- 3. The Knowns and Unknowns 7
- 4. 4 A Transformation Journey Discovery Design Implementation Experience
- 5. 5 A Transformation Journey Discovery Design Implementation Experience
- 6. Service Delivery Area 6 colleges / 629 square miles / 2.4 million people 8
- 7. 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 9
- 8. 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 10
- 9. Institutional Pride 2013 Recommend HCC % Faculty and Staff Who Recommend HCC 20% Do not recommend 80% Do recommend 11
- 10. 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) Sedentary Bond Projects $ 425 MM 12
- 11. Unknown Knowns Every system is perfectly designed to produce what it is producing. BOND PROJECT OVERRUN(EST.) $ 75MM CALL CENTER DROPPED CALLS PER QUARTER 56,400 CURRENT BUDGET GAP $ 21MM $ $ 13 $
- 12. Cultural Assessment Definitions of leadership say nothing about authority. 60% Hierarchy 20% Parochial 20% Market 14
- 13. 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 50% Management 20% Procedures 15
- 14. 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 16
- 15. Core Values Collaboration 92% Culture of Trust 98% 2% Innovation 27%73% Passion 28%72% Consistency 94% Accountability 14%86% 6% 8% AlwaysSometimes or Never 17
- 16. 16 A Transformation Experience Chief Academic Officer VC Student Services Chief Financial Officer General Counsel Chief Facilities Officer Public Information Officer College President Central College President Health Science College President Northeast College President Northwest College President Southeast College President Southwest VC Planning Chief Information Officer Leadership Team Distress
- 17. 17 A Transformation Journey Discovery Design Implementation Experience
- 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. Finances OperationsPolitics Structure Entrance Plan Framework 22
- 19. 19 Situational Leadership Leadership Styles Low SupportiveBehavior S3 S2 S4 S1 Low Directive and High Supportive Behavior High Directive and High Supportive Behavior Low Directive and Low Supportive Behavior High Directive and Low Supportive Behavior Directive Behavior High High D el egating Directi ng Supporting Coaching Adapted from Hersey, P., Blanchard, K., & Johnson, D. (2008). Management of Organizational Behavior. New Jersey: Pearson Prentice Hall.
- 20. 20 Situational Leadership D4 D3 Development Level of the Individual D2 D1 Developed Developing High Competence High Commitment Variable Commitment Moderate to High Competence Low Commitment Low to Some Competence High Commitment Low Competence Leadership Styles Low SupportiveBehavior S3 S2 S4 S1 Low Directive and High Supportive Behavior High Directive and High Supportive Behavior Low Directive and Low Supportive Behavior High Directive and Low Supportive Behavior Directive Behavior High High D el egating Directi ng Supporting Coaching Adapted from Hersey, P., Blanchard, K., & Johnson, D. (2008). Management of Organizational Behavior. New Jersey: Pearson Prentice Hall. Development Level of the Organization (Individual) DirectCoachSupportDelegate
- 21. Organizational Lifecycle Adapted from “The Lifecycle of Social Systems” (p. 38), in Meaning, by C. Havener, 2001, Minneapolis, MN: Beaver’s Pond Press. 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 20
- 22. 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 Tech Transfer H2 -> H1 21
- 23. Eight Steps to Transformation Adapted from Leading Change: Why Transformation Efforts Fail, by J.P. Kotter, 2007, Boston, MA: Harvard Business Review Press. Urgency Coalition Vision Communicate Empower Plan Consolidate Institutionalize 23
- 24. 24 A Transformation Journey Discovery Design Implementation Experience
- 25. 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 25
- 26. Form Guiding Coalition – G65 26
- 27. 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 27
- 28. 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. 28 The Ultimate Student Experience
- 29. 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 32
- 30. 30 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
- 31. 31 Organizational Alignment INSTRUCTION STUDENT SERVICES FINANCE & ADMINISTRATION SUSTAINABILITY LEGAL & COMPLIANCE COMMUNICATION
- 32. 32 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
- 33. 33 Student Svc Fin & Admin Gen Counsel Planning & IE Com & Marketing Instruction Organizational Alignment – A Functional View 33 Value Zone (delivery) Enabler Zone (resource mgmt) Strategy
- 34. conceptual view Centering Excellence and Connecting Community 31
- 35. Transformation – Phase 1 Timeline Oct AprMarFebJanDecNovSept 2014 2015 May Jun Jul G65 and Faculty Senate Organizational Identity Building on Strategy Session President Pitch for Centers of Excellence Business Model Development Myers-Briggs Type Indicator Charge to G13 and G65 Organizational Structure Organizational Assessments Vision Statement Transformation Presentation to Board Defining Centers of Excellence All College Day and State of the College COE Unveil Transformation Organizational Structure Unveiled to Leadership Chat w/ Chancellor Campus Feedback Sessions Student Feedback Session 33
- 36. Phase 2 FunctionalEmpower Others to Act Instructional Services Police Department Human Resources Financial Aid Treasury DepartmentStudent Financial Services Functional Area Restructuring 34
- 37. Plan for Short Term Wins Instructional Services Accomplishments Expanded instructional professional development with 408 faculty requesting $514,418 in funds 35
- 38. Enrollment Trends Fall Enrollment Unduplicated Headcount Dual Credit Enrollment Trend Unduplicated Headcount 60 65 70 75 80 Fall 10 Fall 11 Fall 12 Fall 13 Fall 14 Fall 15 Thousands 36
- 39. Award Trends Award Trend All Awards 37
- 40. All Disciplines Minorities African American Asian Hispanic 1 2 3 4 5 6 7 8 9 Student Success Rankings Community 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) 39
- 41. 41 2015 Recommend HCC % Faculty and Staff Who Recommend HCC 10% Do not recommend 90% Do recommend Institutional Pride
- 42. 42 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
- 43. 43 Call Center Dashboard - Financial Aid
- 44. 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 44
- 45. • 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 45
- 47. FORWARD Alignment With Values and Behaviors 47
- 48. 48 A Transformation Journey Discovery Design Implementation Experience
- 49. Strategic Plan Summary 9Trustees 13Executive Team Members 63System Planning Participants 4,275Students 3,262Faculty/Staff 751Community Members Conversations and Planning are Key 6 colleges, 350 attendees, and 180 comments during Chancellor Listening Tours 471 unique objectives captured in external meetings 22 hours of transcribed tape 850 internal survey responses 906 external survey responses (including students) 1,667 open comments from survey 53