The core values are the guiding principles that dictate behavior and action. Core values can help people to know what is right from wrong; they can help organizations determine if they are on the right path and fulfilling their strategic goals; and they create an unwavering and unchanging guide to an organization’s identity.
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.
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.
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 core values are the guiding principles that dictate behavior and action. Core values can help people to know what is right from wrong; they can help organizations determine if they are on the right path and fulfilling their strategic goals; and they create an unwavering and unchanging guide to an organization’s identity.
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.
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.
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.
As Houston Community College moves its Information Technology
services forward to achieve the goals set out by the Board of Trustees, Chancellor Maldonado, and Dr. Bill Carter, this report is intended to serve as a road-map and guide of where the institution has been, where it is now, and how to chart a course for the future. Over the last few years there has been incredible growth and change in the college, the student body, and the overall HCC community, as well as the technologies and processes the college uses to serve these populations.
Houston Community College's service area is Houston Independent School District, Katy, Spring Branch, Alief Independent School Districts, Stafford Municipal District, and the Fort Bend portion of Missouri City.
"Student Affairs and Academic Support 2017 Workplace Survey Results," presentation by Nathan Strong, Kim Pruitt and Stacey Bradley delivered at the monthly division meeting March 24, 2017.
Houston Community College is an open-admission, public institution of higher education offering a high-quality, affordable education for academic advancement, workforce training, career development, and lifelong learning to prepare individuals in our diverse communities for life and work in a global and technological society.
The Houston Community College System (HCC), in the course of delivering upon its educational mission, owns numerous real estate properties. These properties serve as active educational
campuses, administrative operational bases, and placeholders for future educational or
administrative needs. Properties were acquired over time in support of intended service and growth plans, or were gifted to the College. Periodic review and realignment of real estate inventory is necessary to assure ongoing asset alignment with system plans and regional realities. This strategic real estate study analyzes both system provided and publically available
data to outline an objective framework to inform key real estate decisions.
Division Meeting - March 19, 2021
UofSC Division of Student Affairs and Academic Support
"Diversity, Equity, Inclusion and Achievement Task Force Review Session"
presented by Silvia Patricia Rios-Husain, Student Success; Alisa Liggett, Student Conduct and Academic Integrity; Jerome Scott, Student Government; and Joe Fortune, University Housing
"Succession Planning and Post-Retirement Planning," presentation delivered at the monthly meeting of the Division of Student Affairs and Academic Support, March 24, 2017
As Houston Community College moves its Information Technology
services forward to achieve the goals set out by the Board of Trustees, Chancellor Maldonado, and Dr. Bill Carter, this report is intended to serve as a road-map and guide of where the institution has been, where it is now, and how to chart a course for the future. Over the last few years there has been incredible growth and change in the college, the student body, and the overall HCC community, as well as the technologies and processes the college uses to serve these populations.
Houston Community College's service area is Houston Independent School District, Katy, Spring Branch, Alief Independent School Districts, Stafford Municipal District, and the Fort Bend portion of Missouri City.
"Student Affairs and Academic Support 2017 Workplace Survey Results," presentation by Nathan Strong, Kim Pruitt and Stacey Bradley delivered at the monthly division meeting March 24, 2017.
Houston Community College is an open-admission, public institution of higher education offering a high-quality, affordable education for academic advancement, workforce training, career development, and lifelong learning to prepare individuals in our diverse communities for life and work in a global and technological society.
The Houston Community College System (HCC), in the course of delivering upon its educational mission, owns numerous real estate properties. These properties serve as active educational
campuses, administrative operational bases, and placeholders for future educational or
administrative needs. Properties were acquired over time in support of intended service and growth plans, or were gifted to the College. Periodic review and realignment of real estate inventory is necessary to assure ongoing asset alignment with system plans and regional realities. This strategic real estate study analyzes both system provided and publically available
data to outline an objective framework to inform key real estate decisions.
Division Meeting - March 19, 2021
UofSC Division of Student Affairs and Academic Support
"Diversity, Equity, Inclusion and Achievement Task Force Review Session"
presented by Silvia Patricia Rios-Husain, Student Success; Alisa Liggett, Student Conduct and Academic Integrity; Jerome Scott, Student Government; and Joe Fortune, University Housing
"Succession Planning and Post-Retirement Planning," presentation delivered at the monthly meeting of the Division of Student Affairs and Academic Support, March 24, 2017
Beyond Strategic Planning for your OrganizationVetter1944
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Similar to University Leadership Summit: HCC Chancellor Presentation (20)
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The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
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Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
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This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
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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
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
$
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
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
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
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
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
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
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
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