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.

1. IMAGINE HOUSTON COMMUNITY COLLEGE 2019
A Transformation Story

2. Black Swan Theory
• Known Knowns
• Known Unknowns
• Unknown Unknowns
• Unknown Knowns

4. 1. The Entrance Plan
2. The Transformation – Phase 1
3. The Strategic Plan
4. Progress Snapshot
Imagine HCC

5. Community Culture

6. Community Culture - continued
Reid Wilson, Which of the 11 American nations do you live in?,
Washington Post, November 8, 2013.

7. Service Delivery Area
7
6 colleges 629 sq miles 2.4 MM people

8. Enrollment & Awards
75.8
69.7
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
9.0
11.0
6
8
10
12
14
16
18
AY 10 AY 11 AY 12 AY 13Thousands
Award Trend
All Awards

9. YES
80%
NO
20%
Dual Credit & Institutional Pride
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
2013 Recommend HCC
% Faculty and Staff Who
Recommend HCC

10. Student Demographics & Awards
Student Demographics
#9 - All Disciplines
#6 – Minority Grads
#5 – African American Grads
#5 – Asian American Grads
#8 – Hispanic Grads
African
American
33%
Hispanic
34%
White
16%
Asian
13%
Other
4%
2013 Rankings
Community College Week

11. Financial Points
2014 Budget
(in millions)
Increase over 2013 Budget
+4%
State App
$69
Local Tax
$102
Tuition
$113
Other
$10
Aux Rev
$15
Active Bond Projects
$425MM

12. Time (years)
Stakeholder
Value
Good
Will
Innovation
Customer
Relations
Operational
Effectiveness
1 2 3 4 5
Entrance Plan Framework - Growing Value
Adapted from: Strategy Maps: Converting Intangible Assets into Tangible Outcomes. Kaplan & Norton, 2004. Figure 2-7, p. 48.

13. Operations Management Processes
Organizational Resource Channels
• Improve cost structure
o Reduce cost
o Improve yields
• Increase asset utilization
o Manage capacity
o Incremental improvementts
Customer Management Processes
• Improve value proposition
o Programs for high paying jobs
o Accelerate completion
• Improve relationships
o Customer focused
o Form partnership
Innovation Processes
• Opportunity sweeps
o Cross unit synergies
o Idea incubation
• Portfolio management
o Manage implementation
o Incremental improvements
Social Processes
• Improve environment
o Relevant community partnerships
o Employee wellness
• Talent acquisition/development
o Best in class employment practices
o Employ

14. Survival
Good Management
Good to Great Leadership
Organizational Lifecycle
(1) Adapted from Havener, C. (2001). The lifecycle of social systems. In C. Heavener Meaning. Minneapolis. p. 38.

15. Causes of Organizational Decline
(1) Balgobin, R. & Pandit, N. (2001). Stages in the turnaround process: The case of IBM UK. European Management Journal. 19(1).
(2) Schendel, D. & Patton, G. (1976). Corporate stagnation and turnaround. Journal of Economics and Business. 28, p. 236-241.
15
INTERNAL CAUSES
1 Divided management or leadership
2 Inadequate financial resources and control
3 Lack of policy adherence
4 High structural cost
EXTERNAL CAUSES
1 Decrease in demand
2 Increased competition
3 Decrease in perceived value

16. Summary Entrance Plan
1. Financial Stability
A. Cash position
B. Budget
C. Flows
2. Basic Operations
A. Safety
B. ”Sales”
C. Efficiency
D. Asset utilization
3. Political Frame
A. Coalitions
4. Structural Frame
A. Demography
B. Networks
C. Managerial Elites
5. Organizational Assessment
A. Life cycle
B. Build the Brand
(1) Garza Mitchel, R.L. and Maldonado, C. Strategic Planning for New Presidents: Developing an Entrance Plan. Community College
Journal of Research and Practice, 00: 1-9, 2014. July 2014.

17. The Case for Organizational Change
Analysis of the “state” of the College
• 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

18. Higher Ed Vulnerability
Institutional Characteristics
• Full service, soup to nuts; food, safety, financial, environment
• Openly diverse
• Freedoms at HE are normally controlled in corporate
• Expected to be exceptional provider
• Encourage to come; be unique
• Age groups in first decontrolled experience
• Freedoms are self-centered; not focused on institution
• Open physical environment
• Political activism
• Unique goals for diverse stakeholder groups
Therefore the institution serves as a nexus for conflict.

19. 1. The Entrance Plan
2. The Transformation – Phase 1
3. The Strategic Plan
4. Progress Snapshot
Imagine HCC

20. Unknown Known
$21MM
Current Budget Gap
$75MM
Bond Project Overrun (est.)
56,400
Call Center
Dropped Calls per Quarter

21. Every system is perfectly designed to produce what it is producing.
122k cars/day

24. Cultural Assessment
59%
Hierarchy
20%
Market
20%
Parochial
1%
Innovation
Definitions of leadership say nothing about authority.

25. Performance Barriers
52%
Management
19%
Procedures
4%
Info Tech
15%
HR Practices
5%
Finances
5%
Other
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

26. Core Behaviors
Drive Continuous Improvement
Accept Responsibility
Support Organizational Goals
Adapt to Change
Communicate Effectively
25% 75%
33% 67%
32% 68%
15% 85%
22% 78%
No matter all the planning - unknowns always exist
Always Sometimes - Never

27. Core Values
Collaboration
Culture of Trust
Innovation
Passion
Accountability
Consistency
8% 92%
2% 98%
27% 73%
28% 72%
6% 94%
14% 86%
Always Sometimes - Never

28. Change Theory
CHANGE
INTERVENTION
ORGANIZATIONAL
TARGET VARIABLES
ORGANIZATIONAL
OUTCOMES
ORGANIZATIONAL
DEVELOPMENT
VISION
• Purpose
• Values
• Behaviors
SETTING
• Technology
• Structure
• Physical
IMPROVED
ORGANIZATIONAL
PERFORMANCE
ENHANCED
INDIVIDUAL
PERFORMANCE

29. Change Theory
CHANGE
INTERVENTION
ORGANIZATIONAL
TARGET VARIABLES
ORGANIZATIONAL
OUTCOMES
ORGANIZATIONAL
TRANSFORMATION
VISION
• Purpose
• Values
• Behaviors
SETTING
• Technology
• Structure
• Physical
IMPROVED
ORGANIZATIONA
L
PERFORMANCE
ENHANCED
INDIVIDUAL
PERFORMANCE

30. Eight Steps to Transformation
1
Establish a Sense of Urgency
o Examine market and competitive realities
o Identify potential crises, challenges
2
Form Guiding Coalition
o Commission influential group
o Lead to form team environment
3
Create a Vision
o Clarify direction
o Develop strategy to achieve vision
4
Communicate the Vision
o Use every method possible
o Teach new behaviors for teaming
5
Empower Others to Act
o Get rid of obstacles to change
o Change structures that undermine
6
Plan for Short Term Wins
o Have visible improvements
o Communicate the wins
7
Consolidate Improvements
o Redesign policies and practices
o New projects and themes
8
Institutionalize the HCC Way
o Link success to the HCC Way
o Develop new leaders
Adapted from: Leading Change: Why Transformation Efforts Fail, John P. Kotter, 2007.

31. Findings
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 Aspirations

32. conceptual view
Centering Excellence & Connecting Community

33. Guiding Coalition - G65

34. Guiding Coalition - G65

35. Vision and Strategy
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.

36. Centers of Excellence – Pitch Day
Industry Clusters
HCC Centers of Excellence

37. Urgency - Transformation Timeline
Oct AprMarFebJanDecNovSept
2014 2015
G65 Retreat
Organizational Identity
(Nov 7)
Faculty Senate
Org Identity ( Nov 14)
G65
Building on Strategy
Session
(Nov 24)
May Jun Jul
Board Retreat
Vision Statement
(Dec 6)
Board Retreat
Transformation
Presentation (Dec 11)
G65
Defining Centers of
Excellence (Dec 18)
G65
President Pitch
For COE (Jan 26)
G65
Org Structure (Mar 5)
G65
President Pro.
Business Canvass
(Jul 1)
State of the College
COE Unveil (Apr 13)
All College Day
COE Unveil (Apr 10)
Presidents/Deans/
Directors/G65
Transformation
Org Structure ( Apr 5)
G65
MBTI (Jul 30)
G65
Team Building/
Business Model
(31)
Chat w/ Chancellor
All Campuses
Feedback Sessions (Apr 20-24)
Student Advisory
Feedback Session (Apr 24)
G31
Charge to G13
Org Structure (Mar 5)
Organizational
Assessments
(Sept – Oct)

38. 1. The Entrance Plan
2. The Transformation – Phase 1
3. The Strategic Plan
4. Progress Snapshot
Imagine HCC

39. 9 Trustees
13 Executive Team Members
63 Whole System Planning Participants
4,275 Students
3,262 Faculty/Staff
751 Community Members
Foundation for the Future

40. External Internal
• Faculty
• Student Leaders
• Deans & Directors
•Education Support Staff
• Key Administrators
• Ad Hoc
Committee of the
Board of Trustees
• HCC Faculty Senate
• HCC United
Student Council
• HCC Chancellor’s
Cabinet
Aligning Resources to Meet Demands

41. External Meetings - 471 unique objectives captured
Transcribed tape hours - 22 hours
Internal Survey Responses - 850 responses
External Survey Responses (including students) - 906 responses
Number of open comments from Survey - 1,667 comments
Chancellor Listening Tours - 6 colleges, 350 attendees,180 comments
Strategic Advisory Council and Work Groups

42. • Ensure Quality Instructional Programs and Courses
• Increased Student Retention and Persistence Rates
• Increase Access to High Demand Fields
• Improve the Student Experience
• Improve Effectiveness of Administrative Services
Key Findings Supporting the Vision

43. STRATEGIC PILLARS
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. 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
IV. INNOVATION
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

44. II. Organizational
Stewardship
III. Performance
Excellence
I. Student
Success
IV. Innovation
VISION
COMPETENCIES
CORE VALUES
MISSION
I M A G I N E H C C 2 0 1 9
Houston Community College 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.
• Set and Maintain High Academic Standards
• Collaboration
• United Through a Common Mission
• Give Community a Well Educated Workforce
• Demonstrate Passion
• Accountability
• Commitment to our Students / Student Success
• Consistency Across the Institution
• Culture of Trust - Demonstrating Integrity and Ethics
• Lead by Innovation in Excellence
CORE:
• Delivering High Quality work
• Accepting Responsibility
• Serving Our Stakeholders
• Supporting Organizational Goals
LEADERSHIP:
• Acting as a Champion for Change
• Thinking Entrepreneurially
• Leveraging Opportunities
• Setting a Strategic Vision
• Driving Continuous Improvement
• Acting with Integrity
• Thinking Critically
• Managing Change - Adapting to Support Change
• Communicating Effectively
• Attracting & Developing Talent
• Inspiring & Motivating Others
• Acting Strategically
• Demonstrating Beliefs & Principles
• Managing Resources
Houston Community College is an open-admission, public institution of higher education offering a high-quality, affordable education for academic advancement, workforce training, career and economic development, and lifelong learning to prepare
individuals in our diverse communities for life and work in a global and technological society.
A. Improve student
preparedness,
readiness and
alignment
B. Improve the
student experience
C. Increase student
completion
D. Ensure that all
instructional programs
prepare students for
success in current
and future working
environments
A. Ensure that the
strategic plan serves as
the basis for all funding
requests and approvals
B. Improve and
streamline all business
transactions and
processes
C. Increase diversity,
inclusion and
engagement throughout
the institution
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
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
Strategic Planning
Advisory Council
Strategic Planning
Work Groups
On-Line Survey
Listening Tour
G-65
The
Transformation
Guiding Group
(G65)
Board
Board
TRANSFORMATION

45. • Academic Standards
• Collaboration
• Student Success
• Educated Workforce
• Culture of Trust
• Innovation
• Passion
• Accountability
• Student
Commitment
• Consistency
Core Values
• Deliver High Quality work
• Accept Responsibility
• Serve Our Stakeholders
• Support Org. Goals
• Drive Cont. Improvement
• Acting with Integrity
• Thinking Critically
• Managing Change
• Communicating Effectively
Core Behaviors
Our Cultural Core – The HCC Way

46. 1. The Entrance Plan
2. The Transformation – Phase 1
3. The Strategic Plan
4. Progress Snapshot
Imagine HCC

47. Enrollment & Awards 2015 Snapshot
Enrollment Trend
Unduplicated Headcount
Award Trend
All Awards
75.8
70.8 69.7
70.2
69.3
60
62
64
66
68
70
72
74
76
78
80
Fall 10 Fall 11 Fall 12 Fall 13 Fall 14 Fall 2015
Thousands
8.2
9.0
9.8
11.0
10.6
12.9
6
8
10
12
14
16
18
AY 10 AY 11 AY 12 AY 13 AY 14 AY 15
Thousands

48. All Awards 2010-2015 Trend

49. All Awards 2010-2015 Trend

50. YES
89%
NO
11%
2015
Dual Credit & Institutional Pride 2015 Snapshot
Dual Credit Enrollment Trend
Unduplicated Headcount
2013-2015 Recommend HCC
% Faculty and Staff Who
Recommend HCC
YES
80%
NO
20%
2013
7.1
5.9
5.6
4.7
4.7 5.0
0
1
2
3
4
5
6
7
8
Fall 10 Fall 11 Fall 12 Fall 13 Fall 14 Fall 15
Thousands

51. Student Demographics & Awards 2015 Snapshot
2013-2015 Student Demographics
#9 – 4 : All Disciplines
#6 – 1 : Minority Grads
#5 – 2 : African American Grads
#5 – 5 : Asian American Grads
#8 – 2 : Hispanic Grads
2013-2015 Rankings
Community College Week
34% – 36% : Hispanic
33% – 31% : African American
13% – 14% : Asian American
16% – 15% : White
04% – 04% : Other

52. Abandoned Calls 2015 Snapshot

53. Empower All Stakeholders