HCC Transformation Story

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  • 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 co