IMAGINE HOUSTON COMMUNITY COLLEGE 2019

A Transformation Story

Black Swan Theory

• Known Knowns• Known Unknowns• Unknown Unknowns• Unknown Knowns

1. The Entrance Plan

2. The Transformation – Phase 1

3. The Strategic Plan

4. Progress Snapshot

Imagine HCC

Community Culture

Community Culture - continued

Reid Wilson, Which of the 11 American nations do you live in?,

Washington Post, November 8, 2013.

Service Delivery Area

7

6 colleges 629 sq miles 2.4 MM people

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

Th

ou

sa

nd

s

Enrollment TrendFall Semester Unduplicated Headcount

9.0

11.0

6

8

10

12

14

16

18

AY 10 AY 11 AY 12 AY 13T

ho

usa

nd

s

Award TrendAll Awards

YES80%

NO20%

Dual Credit & Institutional Pride

7.1

5.9 5.54.7

0

1

2

3

4

5

6

7

8

Fall 10 Fall 11 Fall 12 Fall 13

Th

ou

sa

nd

s

Dual Credit Enrollment TrendUnduplicated Headcount

2013 Recommend HCC% Faculty and Staff Who

Recommend HCC

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%

Hispanic34%

White16%

Asian13%

Other4%

2013 RankingsCommunity College Week

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

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.

Operations Management Processes

Organizational Resource Channels

• Improve cost structureo Reduce cost

o Improve yields

• Increase asset utilizationo Manage capacity

o Incremental improvementts

Customer Management Processes

• Improve value propositiono Programs for high paying jobs

o Accelerate completion

• Improve relationshipso Customer focused

o Form partnership

Innovation Processes

• Opportunity sweepso Cross unit synergies

o Idea incubation

• Portfolio managemento Manage implementation

o Incremental improvements

Social Processes

• Improve environmento Relevant community partnerships

o Employee wellness

• Talent acquisition/developmento Best in class employment practices

o Employ

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.

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

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.

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

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.

1. The Entrance Plan

2. The Transformation – Phase 1

3. The Strategic Plan

4. Progress Snapshot

Imagine HCC

Unknown Known

$21MMCurrent Budget Gap

$75MMBond Project Overrun (est.)

56,400Call CenterDropped Calls per Quarter

Every system is perfectly designed to produce what it is producing.

122k cars/day

Cultural Assessment

59%Hierarchy

20%Market

20%Parochial

1%Innovation

Definitions of leadership say nothing about authority.

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

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

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

Change Theory

CHANGEINTERVENTION

ORGANIZATIONALTARGET VARIABLES

ORGANIZATIONALOUTCOMES

ORGANIZATIONALDEVELOPMENT

VISION• Purpose• Values• Behaviors

SETTING• Technology• Structure• Physical

IMPROVED ORGANIZATIONAL

PERFORMANCE

ENHANCED INDIVIDUAL

PERFORMANCE

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

Eight Steps to Transformation

1Establish a Sense of Urgencyo Examine market and competitive realities

o Identify potential crises, challenges

2Form Guiding Coalitiono Commission influential group

o Lead to form team environment

3Create a Visiono Clarify direction

o Develop strategy to achieve vision

4Communicate the Visiono Use every method possible

o Teach new behaviors for teaming

5Empower Others to Acto Get rid of obstacles to change

o Change structures that undermine

6Plan for Short Term Winso Have visible improvements

o Communicate the wins

7Consolidate Improvementso Redesign policies and practices

o New projects and themes

8Institutionalize the HCC Wayo Link success to the HCC Way

o Develop new leaders

Adapted from: Leading Change: Why Transformation Efforts Fail, John P. Kotter, 2007.

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

conceptual view

Centering Excellence & Connecting Community

Guiding Coalition - G65

Guiding Coalition - G65

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.

Centers of Excellence – Pitch Day

Industry ClustersHCC Centers of Excellence

Urgency - Transformation Timeline

Oct AprMarFebJanDecNovSept2014 2015

G65 RetreatOrganizational Identity (Nov 7)

Faculty SenateOrg Identity ( Nov 14)

G65 Building on StrategySession(Nov 24)

May Jun Jul

Board Retreat Vision Statement (Dec 6)

Board Retreat Transformation Presentation (Dec 11)

G65Defining Centers of Excellence (Dec 18)

G65President Pitch For COE (Jan 26)

G65Org Structure (Mar 5)

G65President Pro.Business Canvass (Jul 1)

State of the College COE Unveil (Apr 13)

All College DayCOE Unveil (Apr 10)

Presidents/Deans/Directors/G65TransformationOrg Structure ( Apr 5)

G65MBTI (Jul 30)

G65Team Building/Business Model(31)

Chat w/ ChancellorAll CampusesFeedback Sessions (Apr 20-24)

Student Advisory Feedback Session (Apr 24)

G31Charge to G13Org Structure (Mar 5)

Organizational Assessments(Sept – Oct)

1. The Entrance Plan

2. The Transformation – Phase 1

3. The Strategic Plan

4. Progress Snapshot

Imagine HCC

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

External Internal

• Faculty

• Student Leaders

• Deans & Directors

•Education Support Staff

• Key Administrators

• Ad HocCommittee of the

Board of Trustees

• HCC Faculty Senate

• HCC United

Student Council

• HCC Chancellor’s

Cabinet

Aligning Resources to Meet Demands

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

• 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

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

II. Organizational Stewardship

III. Performance Excellence

I. StudentSuccess

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

• Academic Standards

• Collaboration

• Student Success

• Educated Workforce

• Culture of Trust

• Innovation

• Passion

• Accountability

• StudentCommitment

• 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

1. The Entrance Plan

2. The Transformation – Phase 1

3. The Strategic Plan

4. Progress Snapshot

Imagine HCC

Enrollment & Awards 2015 Snapshot

Enrollment TrendUnduplicated Headcount

Award TrendAll 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

Th

ou

sa

nd

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8.2

9.09.8

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

Th

ou

sa

nd

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All Awards 2010-2015 Trend

All Awards 2010-2015 Trend

YES89%

NO11%

2015

Dual Credit & Institutional Pride 2015 Snapshot

Dual Credit Enrollment TrendUnduplicated Headcount

2013-2015 Recommend HCC% Faculty and Staff Who

Recommend HCC

YES80%

NO20%

2013

7.1

5.95.6

4.74.7 5.0

0

1

2

3

4

5

6

7

8

Fall 10 Fall 11 Fall 12 Fall 13 Fall 14 Fall 15

Th

ou

sa

nd

s

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 RankingsCommunity College Week

34% – 36% : Hispanic

33% – 31% : African American

13% – 14% : Asian American

16% – 15% : White

04% – 04% : Other

Abandoned Calls 2015 Snapshot

Empower All Stakeholders