Transformation: Phase 2 Presentation 5/25/2016

1. IMAGINE HOUSTON COMMUNITY COLLEGE 2019
A Transformation Journey

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

3. Community Culture

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

5. Service Delivery Area
5
6 colleges 629 sq miles 2.4 MM people

6. 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 13
Thousands
Award Trend
All Awards
6,100
2011-2013
decline in Fall Enrollment
2,000
2011-2013
Increase completers

7. 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
2,400
2010-2013
decline in Dual Credit
Enrollment
20%
2013
Employees that would not
recommend HCC

8. 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
84%
2013 Large Minority Population
Employees that would not recommend HCC

9. Financial Points
2014 Budget
(in millions)
Increase over 2013 Budget
State App
$69
Local Tax
$102
Tuition
$113
Other, $10
Aux Rev,
$15
4%
2012-2013
Increase in Spending
$425MM
2012 Bond Election
0 projects approved
Escalating building costs

10. Time (years)
Stakeholder
Value
Innovation
• Opportunity sweeps
• Portfolio Mgmt.
Operational Effectiveness
• Improve cost Structure
• Increase resource utilization
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.
Customer Relations
• Improve value proposition
• Improve relations
Good Will
• Improve environment
• Talent recognition

11. 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.

12. 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

13. 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.

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

15. Unknown Known
$21MM
2014 Budget Gap
$75MM
Bond Project Overrun (est.)
56,400
Call Center
Dropped Calls per Quarter

16. Every system is perfectly designed to produce what it is producing.
122k cars/day
12/19/15
From a Trustee: 04/21/16

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

20. 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

21. 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%
Always Sometimes - Never

22. 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

23. 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

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

25. 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.

26. 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

27. Guiding Coalition - G65

28. Guiding Coalition - G65

29. 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.

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

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

35. 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

36. 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

37. 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

38. STRATEGIC PILLARS
1. 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
2. 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
3. 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
4. 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

39. 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
preparednes s,
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

40. • 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

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

42. 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

43. All Awards 2010-2015 Trend

44. All Awards 2010-2015 Trend

45. 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

46. 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

47. Financial Measures
$21MM
Closed 2014 Budget Gap
$75MM (est)
Closed Bond Project Overrun
Ratings
Removed Negative Watch
Tuition
Stable, $816 for 12 hours
Fee Waivers
Eliminated Non-District for DC
$1.5MM
Scholarships from Aux Funds
$84MM
Debt reduction, $12M off schedule
4.5%
Maint & Operations tax reduction
$30k
Raised tax exemption > 65

48. Abandoned Calls 2015 Snapshot

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

50. Trust – Teamwork – Communication

51. ACAD
FACULTY
Organization Overview
STUDENT
ADVISING
ENROLLMENT
PLACEMENT
COLLEGE
OPS
COE
COLLEGE
PRESIDENT
VICE CHANCELLOR
STUDENT SERVICES
AVC STUDENT SERVICE
ENROLLMENT
PLACEMENT
RECRUITMENT
COMMUNITY
OUTREACH
AVC COMM
DIR OUTREACH DIR
COMM
…
CHANCELLOR
CABINET
COE
FACULTY
VICE CHANCELLOR
INSTRUCTION
SERVICES
AVC INSTRUCTION
ACADEMIC
WF
DEANS
…

52. IT Organizational Analysis Approach
IT is the glue that holds institutions together

53. IT Findings
• IT Staff have great attitudes and want to help
• Good variety and quality of available technology is a real benefit to
students, faculty, and staff
- Chromebook check-out in the library
- Distance & Online Education
- Support and encouragement to innovate in the classroom
- Specialty equipment such as: 3-D Print Labs; MRI & Medical
Technology; TIG/MIG welding
• Many innovations are isolated, not shared system-wide
• There are gaps in service that translate to:
- Long wait times for help
- Confusion on support channels
- Diminished website usability
- Confusion around important processes, such as registration

54. BRG Recommendation:
Restructuring HCC
61

55. RASIC Matrix

56. Current Organization

57. Transforming HCC Communications

58. Leadership in Customer Service

59. Empower All Stakeholders
Ø Customer Service
Ø Total Quality Mgmt
Ø Core Resources
Ø Shared Services