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Supervisors Meeting Performance Excellence at the Alamo Community Colleges August 4, 2008

Supervisors Meeting Performance Excellence at the Alamo Community Colleges August 4, 2008. Alamo Community Colleges Shared Values. INTEGRITY COMMUNICATION COMMUNITY ACADEMIC FREEDOM ACCOUNTABILITY. Alamo Community Colleges Mission and Vision. MISSION

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Supervisors Meeting Performance Excellence at the Alamo Community Colleges August 4, 2008

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  1. Supervisors Meeting Performance Excellence at the Alamo Community Colleges August 4, 2008

  2. Alamo Community Colleges Shared Values INTEGRITY COMMUNICATION COMMUNITY ACADEMIC FREEDOM ACCOUNTABILITY

  3. Alamo Community Colleges Mission and Vision MISSION Empowering our diverse communities for success. VISION The Alamo Community Colleges will be the best in the nation.

  4. I. ACCESS V. COMMUNICATION II. STUDENT SUPPORT STUDENT SUCCESS III. WORKFORCE DEVELOPMENT IV. CAPACITY TO SERVE Five ACCD Strategic Plan Goals

  5. Baldrige Education Criteria (WHAT WE DO) for Performance Excellence Alamo Community Colleges’ Environment, Relationships, and Challenges 2 Strategic Planning 5 Employee Focus 1 Leadership 7 Results 3 Student, Customer, and Community Focus 6 Process Management 4 KPI Measurement, Evaluation, Targets, Action Plans

  6. Relationship between G2G and Baldrige Good to GreatBaldrige Criteria LEADERSHIP EMPLOYEE FOCUS KPI MEASUREMENT, EVALUATION, TARGETS, ACTION PLANS STRATEGIC PLANNING PROCESS MANAGEMENT BALDRIGE PROCESS DISCIPLINED PEOPLE ●Be the Best Leader ●Find Your Place DISCIPLINED THOUGHT ●Honestly See the Facts ● Focus on Best Results DISCIPLINED ACTION ●Be More Disciplined ●Build Up Momentum

  7. Baldrige Criteria I. ACCESS Results Leadership V. COMMUNICATION Retention Recruitment II. STUDENT SUPPORT We help students succeed STUDENT SUCCESS Strategic Planning Process Management Good to Great is our foundation for discipline, transformation, and success III. WORKFORCE DEVELOPMENT Clusters Completion IV. CAPACITY TO SERVE Student, Customer, and Community Focus Employee Focus KPI Measurement, Evaluation, Targets, and Action Plans GOOD GREAT Honestly See the Facts Focus on Best Results Be the Best Leader Find Your Place Be More Disciplined Build Up Momentum DISCIPLINED PEOPLE DISCIPLINED THOUGHT DISCIPLINED ACTION Alignment of Good to Great, Baldrige Criteria, Goals, Drivers, and Outcome

  8. Alamo Community Colleges Strategic Planning Performance Management and Excellence Elements OUTCOMES (Student and Community Success) PRIORITIES AND ACTIONS (37 strategic priorities, drivers, action plans) STRATEGIC PLAN (Vision, Mission, Values, Goals, Strategies) BALDRIGE (What We Do) GOOD TO GREAT (How We Do It)

  9. VISION, MISSION, VALUES, GOALS, STRATEGIES KPIs (Metrics, Benchmarks, Targets) ACTION PLANS INDIVIDUAL TASKS EVALUATION AND CONTROL PERFORMANCE BUDGET (Programs and Activities) Strategic Planning (Baldrige Criterion 2) Flowchart

  10. Our 37 Strategic Priorities linked to Baldrige WHERE DO I FIND MYSELF? Alamo Community Colleges’ Environment, Relationships, and Challenges Employee Focus 3. Awards/Celebrations 25. Best Place to Work 26. Employee Development 28. Employee Evaluation 29. Benefits/Salary 30. Employee Orientation 31. Job Descriptions 32. Hiring Philosophy Strategic Planning 5. Annexation 13. International Education 17. Planning/Budgeting 20. Baldrige Model Leadership 18. Values 19. Define Culture 27. Leadership Dev. Results Student Success and Empowered Community Process Management 4. Foundation 7. Recruitment (Driver 1) 8. Retention (Driver 2) 9. Completion (Driver 3) 10. Clusters (Driver 4) 11. Teaching and Learning 11B. Instructional Perform. Model 21. Organizing Principles 33. Bond/CIP and Impacts 34. External Audit Student, Customer, and Community Focus 1. Community Relations 2. Governmental Relations 6. Achieving the Dream 11A. Digital Divide 12. Internships KPI Measurement, Evaluation, Targets, Action Plans 11C. Faculty-Related Policies Review 14. Identify Operational/Structural Weaknesses 15. Assess and Address IT Weaknesses 16. Metrics 22. Best Community College 23. TSPR 24. Identify Key Senior Staffing Requirements

  11. Find process to improve APPROACH Organize for improvement Check effectiveness and Act to improve INTEGRATE 1 2 8 Continuous Process Improvement Clarify knowledge of process Do the implementation 7 3 Plan how to implement process Understand process needs Select strategy for improvement 4 6 LEARN 5 DEPLOY FOCUS PDCA

  12. Student and Community Success 37 Strategic Priorities Drivers, and Action Plans Strategic Plan Baldrige Good to Great Good to Great (How We Do Things) at the Alamo Community Colleges DISCIPLINED PEOPLE ●Be the Best Leader ●Find Your Place DISCIPLINED THOUGHT ●Honestly See the Facts ●Focus on Best Results DISCIPLINED ACTION ●Be More Disciplined ●Build Up Momentum Building a Culture of Discipline

  13. LEVEL 5 EXECUTIVE Builds enduring greatness through personal humility and professional will. EFFECTIVE LEADER Catalyzes commitment to and pursuit of a clear vision, stimulating higher performance standards. COMPETENT MANAGER Organizes people and resources toward the effective and efficient pursuit of set objectives. CONTRIBUTING TEAM MEMBER Contributes individual capabilities to the achievement of group objectives, and works effectively with others. HIGHLY CAPABLE INDIVIDUAL Makes productive contributions through talent, knowledge, skills, and good work habits. Level 5 Leadership (Be the Best Leader) Making sure the right decisions happen—no matter how difficult or painful—for the long-term greatness of the institution and the accomplishment of its mission. LEVEL 4 LEVEL 3 LEVEL 2 LEVEL 1

  14. First Who…Then What (Find Your Place)  Getting the right people on the bus and into the right seats.  Building pockets of greatness with limited resources.  Using early-assessment to select self-motivated, self-disciplined talent.

  15. Confront the Brutal Facts (Honestly See the Facts) The Stockdale Paradox: Retain unwavering faith that you can and will prevail in the end, regardless of the difficulties, and at the same time have the discipline to confront the most brutal facts of your current reality, whatever they might be.

  16. Culture of Discipline (Be More Disciplined) ● Disciplined people engage in disciplined thought and disciplined action. ● Disciplined people do not have jobs; they have responsibilities. ● Disciplined people create a culture of greatness.

  17. ATTRACT BELIEVERS - Time - Money Our Passion BUILD BRAND - Emotion - Reputation BUILD STRENGTH - First Who - Clock Building What We Are Best At Our Resource Engine RELENTLESS FOCUS ON HEDGEHOG CONCEPT DEMONSTRATE RESULTS - Mission Success - Trend Lines The Flywheel (Build Up Momentum) Results (Hedgehog Concept) attract resources and commitment, which are used to build a stronger organization, which attracts even more resources and commitment.

  18. THE KEY LEADERSHIP EXPECTATIONS • VALUES • LEARN • MODELS • LEAD • FOLLOW • ENTREPRENEURIAL • SUPPORT YOUR TEAM • COMMITMENT

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