HCC Presentation at ACCT 2016: Chancellor Cesar Maldonado with with Trustee Carolyn Evans Shabazz and Trustee Robert Glaser.

2. A Transformation Journey
2
Discovery Design Implementation Experience

3. A Transformation Journey
14
Discovery Design Implementation Experience

4. The Knowns and Unknowns
3

5. Service Delivery Area
6 colleges / 629 sq miles / 2.4 MM people 4

6. Enrollment Trends
[VALU
E]
[VALU
E]
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
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
5

7. Award Trends
9.0
11.0
6
8
10
12
14
16
18
AY 10 AY 11 AY 12 AY 13
Thousands
Award Trend
All Awards
2013 Rankings
Community College Week
no.
9
All
Disciplines
Minority
Grads
Asian American
Grads
African American
Grads
Hispanic
Grads
no.
1
no.
7
no.
3no.
4
6

8. Institutional Pride
2013 Recommend HCC
% Faculty and Staff Who Recommend HCC
7
20%
Do not recommend
80%
Do recommend

9. Financial Points
TUITIO
N
$113
LO
CAL
TAX
$102
STATE
APP
$62
AUX
REV
$15O
TH
ER
$10
Increase over 2013
budget
+4%
2014 Budget
(in millions) 8
Sedentary Bond Projects
$
425 MM

10. Unknown Knowns
Every system is perfectly designed to produce what it is producing.
BOND
PROJECT OVERRUN(EST.)
$
75MM
9
CALL CENTER
DROPPED CALLS
PER QUARTER
56,400
CURRENT
BUDGET GAP
$
21MM
$ $

11. Cultural Assessment
Definitions of leadership say nothing about authority.
10
60%
Hierarchy
20%
Parochial
20%
Market

12. Performance Barriers
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
20%
HR Practices
10%
Finances
11
50%
Management
20%
Procedures

13. Core Behaviors
Drive Continuous Imprv 25%75%
Accept Responsibility 33%67%
Support Organizational Goals 32%68%
Adapt to Change 15%85%
Communicate Effectively 22%78%
No matter all the planning, unknowns always exist.
AlwaysSometimes or Never
12

14. Core Values
Collaboration 92%
Culture of Trust 98% 2%
Innovation 27%73%
Passion 28%72%
Consistency 94%
Accountability 14%86%
13
6%
8%
AlwaysSometimes or Never

15. A Transformation Experience
14
Chief Academic Officer
VC Student Services
Chief Financial Officer
General Counsel
Chief Facilities Officer
Public Information Officer
College President Central
College President Health Sci
College President Northeast
College President Northwest
College President Southeast
College President Southwest
VC Planning
Chief Information Officer
Leadership Team Stress

16. A Transformation Journey
14
Discovery Design Implementation Experience

17. Organizational Lifecycle
Adapted from “The Lifecycle of Social Systems” (p. 38), in Meaning, by C. Havener, 2001, Minneapolis, MN: Beaver’s Pond Press.
15
T I M E
ORGANIZATIONALPERFORMANCE
GROWTH DECLINE
DISSOLUTION
PHASE III-A
DEGENERATIVE
PHASE III-B
INTEGRATIVE
PHASE II
NORMATIVE
PHASE I
FORMATIVE
BREAKPOINT #1 BREAKPOINT #2
GOOD MANAGEMENT
GOOD MANAGEMENT
SURVIVALSURVIVAL
PEAK MATURITY
GOOD TO GREAT LEADERSHIPGOOD TO GREAT LEADERSHIP

18. Time (years)
Stakeholder
Value
($)
Long-Term Growth in
Stakeholder Value
Service
Innovation
Student
Management
Operational
Effectiveness
Horizon 1 Horizon 3Horizon 2
Customer
Management
Processes
Operations
Management
Processes
Innovation
Processes
1 2 3 4 5
16
Tech Transfer
H2 -> H1

19. Entrance Plan Framework
Garza Mitchel, R.L. and Maldonado, C. (2014). Strategic planning for new presidents: Developing an entrance plan. Community
College Journal of Research and Practice, 00, p. 1-9.
18
Finances
OperationsPolitics
Structure
Entrance
Plan
Framework

20. Eight Steps to Transformation
Adapted from Leading Change: Why Transformation Efforts Fail, by
J.P. Kotter, 2007, Boston, MA: Harvard Business Review Press. 19
Urgency
Coalition
Vision
Communicate
Empower
Plan
Consolidate
Institutionalize

21. A Transformation Journey
20
Discovery Design Implementation Experience

22. Establish a Sense of Urgency
The Case for Organizational Change
• 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
21

23. Form Guiding Coalition – G65
22

24. Create a Vision
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 Desired Future State
23

25. The HCC Vision
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.
24

26. Focus on Strategy
Change Leadership
• Mobilization
• Governance processes
• Focus on strategy
Strategic Alignment
• Link to budgets
• Analytics feedback
• Learning and adjusting
Strategic Focus
• Strategic awareness
• Strategic readiness
• Strategic scorecards
Organizational Alignment
• Corporate role
• College synergies
• Shared service synergies
Translate Strategy
• Operational processes
• Continual improvement
• Execute plan

27. Organizational Alignment
INSTRUCTION
STUDENT
SERVICES
FINANCE &
ADMINISTRATION
SUSTAINABILITY
LEGAL &
COMPLIANCE
COMMUNICATION

28. conceptual view
Centering Excellence and Connecting Community
25

29. 27
C O M P E T E N C I E S
T R A N S F O R M A T I O N
V I S I O N
H C C
C O R E VA L U E S
M I S S I O N
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
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. 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
IV. INNOVATION
Focus
Foster
Employ
Improve
Increase
Ensure
Serve
Process
Engage
Build
Teach
Expand

30. Transformation – Phase 1 Timeline
Oct AprMarFebJanDecNovSept
2014 2015
May Jun Jul
G65
Organizational Identity
Org Values
Building on Strategy
Session
President
Pitch for COE
Org Structure
President Pro.
Business Canvas
MBTI
Team Building/
Business Model
Charge to G13
Org Structure
Organizational
Assessments
Vision Statement
Transformation
Presentation
Defining
Centers of Excellence
All College Day &
State of the College
COE Unveil
Transformation
Org Structure
Chat w/ Chancellor
All Campuses
Feedback Sessions
Student Advisory
Feedback Session
29

31. Phase 2 FunctionalEmpower Others to Act
Instructional Services Police Department Human Resources
Financial Aid Treasury DepartmentStudent Financial Services
Functional Area Restructuring
28

32. Plan for Short Term Wins
Instructional Services Accomplishments
Expanded instructional
professional development
with 408 faculty requesting
$514,418 in funds
30

33. Enrollment Trends
Total Student Enrollment
Unduplicated Headcount
Dual Credit Enrollment Trend
Unduplicated Headcount
31
60
65
70
75
80
Fall
10
Fall
11
Fall
12
Fall
13
Fall
14
Fall
15
Thousands

34. Award Trends
Award Trend
All Awards
32

35. All Disciplines Minorities
African
American
Asian Hispanic
1
2
3
4
5
6
7
8
9
Student Success Rankings
33

36. All Disciplines Minorities
African
American
Asian Hispanic
1
2
3
4
5
6
7
8
9
Student Success Rankings
34Community College Week. (2016, September 27). Top 100 Charts. Retrieved from Community College Week: http://ccweek.com/articles.sec-17-1-top-100-
charts.html.
27%
Increase
(1,281 Students)
32%
Increase
(1,026 Students)
28%
Increase
(347 Students)
26%
Increase
(144 Students)
39%
Increase
(532 Students)

37. Institutional Pride
2015 Recommend HCC
% Faculty and Staff Who Recommend HCC
10%
Do not recommend
90%
Recommend
35

38. Abandoned Calls
36
0
10
20
30
40
50
60
January
February
March
April
May
June
July
August
September
October
November
December
January
February
March
April
May
June
July
August
September
October
November
December
January
February
March
April
May
June
July
August
2014
2015
2016
PERCENTAGE
Abandoned
Calls

39. Call Center – 3 Year Trend
60%
73%
79%
90%
40%
27%
21%
10%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
FY 2014 FY 2015 FY 2016 GOAL
PercentofTotalCalls
TOTAL CALLS HANDLED
Calls Abandoned
98% DECREASE
Calls Handled
30% INCREASE
Reasons for Improvements
• Focus on Student Success
• Increase in # of FT staff
• Use of data to drive the
scheduling of staff
• Dashboards developed to
provide real time monitoring
of each Call Center
• Improvements in call routing
and management

40. Call Center Dashboard - Financial Aid

41. Phase 2 Functional
Communications
Sustainability/Planning and
Institutional Effectiveness
Student Services Information Technology
Educational
Technology Services
Adult Basic Education
Division of Extended
Learning
Empower Others to Act
Functional Area Restructuring
37

42. • Academic Standards
• Collaboration
• Student Success
• Educated Workforce
• Culture of Trust
• Innovation
• Passion
• Accountability
• Student Commitment
• Consistency
Core Values
Institutionalize the HCC Way – Our Cultural Core
• Deliver High Quality Work
• Accept Responsibility
• Serve Our Stakeholders
• Support Organizational Goals
• Drive Continuous Improvement
• Act with Integrity
• Think Critically
• Manage Change
• Communicate Effectively
Core Behaviors
38

43. FORWARD Campaign
39

44. FORWARD Alignment With Values and Behaviors
40

45. A Transformation Journey
41
Discovery Design Implementation Experience

46. Lessons Learned
1. A strong and clear vision and definitive commitment from
the Board is essential to a successful transformation.
Promulgate the vision rapidly throughout the institution.
2. Ongoing and consistent communication with the Board (and
the organization) is critical to success of the transformation.
3. The executive leadership must be situationally aware and
sensitive to the transformation’s impact on multiple audiences.
Successful organizations understand that their culture is
unique and requires constant nurturing.
4. Slow is fast during a transformation. Once the cadence is
established, it is difficult to regain momentum if you lose focus.
5. Identify key performance indicators early in the
transformation process. Collect data on a regular basis
throughout the process and use the data to drive initiative
decisions.
42