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. Five ACCD Strategic Plan Goals

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

6. Good to Great Baldrige Criteria 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 LEADERSHIP EMPLOYEE FOCUS KPI MEASUREMENT, EVALUATION, TARGETS, ACTION PLANS STRATEGIC PLANNING PROCESS MANAGEMENT BALDRIGE PROCESS Relationship between G2G and Baldrige

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

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

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

10. Our 37 Strategic Priorities linked to Baldrige WHERE DO I FIND MYSELF? 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 Leadership 18. Values 19. Define Culture 27. Leadership Dev. Alamo Community Colleges’ Environment, Relationships, and Challenges Strategic Planning 5. Annexation 13. International Education 17. Planning/Budgeting 20. Baldrige Model Student, Customer, and Community Focus 1. Community Relations 2. Governmental Relations 6. Achieving the Dream 11A. Digital Divide 12. Internships 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 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 Results Student Success and Empowered Community

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

12. 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 Baldrige Good to Great Strategic Plan 37 Strategic Priorities Drivers, and Action Plans Student and Community Success

13. Level 5 Leadership (Be the Best Leader) HIGHLY CAPABLE INDIVIDUAL Makes productive contributions through talent, knowledge, skills, and good work habits. CONTRIBUTING TEAM MEMBER Contributes individual capabilities to the achievement of group objectives, and works effectively with others. COMPETENT MANAGER Organizes people and resources toward the effective and efficient pursuit of set objectives. EFFECTIVE LEADER Catalyzes commitment to and pursuit of a clear vision, stimulating higher performance standards. LEVEL 5 EXECUTIVE Builds enduring greatness through personal humility and professional will. LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 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.

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. The Flywheel (Build Up Momentum) ATTRACT BELIEVERS - Time - Money BUILD STRENGTH - First Who - Clock Building BUILD BRAND - Emotion - Reputation DEMONSTRATE RESULTS - Mission Success - Trend Lines Our Resource Engine Our Passion What We Are Best At RELENTLESS FOCUS ON HEDGEHOG CONCEPT 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