HCC Transformation Phase 2 Fall 2016 Update

1. 1
Transformation Phase 2.3
October 25, 2016

2. 2

3. • Academic Standards
• Collaboration
• Student Success
• Educated Workforce
• Culture of Trust
• Innovation
• Passion
• Accountability
• Student Commitment
• Consistency
Core Values
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
3

4. 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
1. A more efficient college
2. A more interconnected college
3. A more responsive college
4. A more aligned college
5. A more innovative college
6. A more successful student and graduate
Organizational Drivers Desired Future State
4

5. 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.
The Ultimate Student Experience
5

6. Focus
Foster
Employ
Improve
Increase
Ensure
Serve
Process
Engage
Build
Teach
Expand
6

7. 7
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
7

8. 8
Organizational Alignment – Divisional View
INSTRUCTION
STUDENT
SERVICES
FINANCE &
ADMINISTRATION
SUSTAINABILITY
LEGAL &
COMPLIANCE COMMUNICATION
8

9. 9
KIMBERLY BEATTY
VC for Instructional
Services
STEPHEN LEVEY
AVC for Instructional
Services
XXX
Dean Life & Natural
Science
XXX
*Dean Business
(COE, Northeast
College)
XXX
Dean
Mathematics
XXX
Dean English & Comm.
XXX
Dean Social &
Behavioral
Science
XXX
Dean Liberal Arts,
Humanities &
Education
XXX
Dir CoE
Virtual College
CATHERINE O’BRIEN
AVC for College
Readiness
XXX
Dean of College
Readiness
DAVID JOOST
Dir Adult Basic
Education
XXX
Dir P-16 Initiatives
MADELINE BURILLO
AVC for Technical
Education
XXX
Dean Continuing
Education
MATIAS GARZA
Dir Operations
DAWNICA JACKSON
Dir Marketing
XXX
Dir Perkins
Deans/Dir Centers of
Excellence
XXX
Exec Dir Curriculum &
Instructional
Assessment
XXX
Dir, Visual &
Performing Arts
XXX
Exec Dir Honors &
Weekend College
JUDY CANTWELL
Dir SACS &
Compliance
DAVID DIEHL
Dir Faculty Academy
CESAR MALDONADO
Chancellor
HOUSTON COMMUNITY COLLEGE BOARD OF TRUSTEES
VALERIE SIMPSON
Associate General
Counsel & Compliance
Officer
SANDRA GARCIA
Associate General
Counsel
ASHLEY SMITH
Acting General
Counsel
FREDERICA GUTHRIE
Communication Officer
REMMELE YOUNG
AVC Governmental
Relations
DAVID CROSS
Dir EEO/Compliance
GWEN DRUMGOOLE
Manager Risk
Management
XX
Manager Records
Retention
XXX
Dir HCC-TV
SHEILA BRIONES
Dir Community
Development
JOSEPH CONWAY
Dir Print & E-Media
Community Outreach
Senior Writer
Budget Analyst
INSTRUCTION) FINANCE)&)ADMIN)
LEGAL)&)COMPLIANCE) COMMUNICATION)SUSTAINABILITY)
JENNIFER HOLMES
Dir Entrep. Initiatives/
Community Relations
MAYA DURNOVO
Chief Entrepreneurial
Init. Officer
MARTHA OBURN
Exec Dir
Institutional Research
& Innovation
EDMUND HEROD
VC for Innovation,
Planning & Institutional
Analytics
CATHERINE LANDRY
Exec Dir Goldman
Sachs
(Grant funded)
JANICE JACQUES
Dir Grants
Development
MARIO HEREDIA
Dir Research Support
Services
GIGI DO
Exec Dir
International Initiatives
Planning & Budget Procurement
Financial Aid
TERI ZAMORA
VC for Financial &
Administrative Services
WILLIAM CARTER
VC Information
Technology
Information
Technology
JANET MAY
Chief Human
Resource Officer
Human Resources
CHARLES SMITH
Chief Facilities Officer
Facilities
KARLA BENDER
Controller
ROGELIO
ANASAGASTI
Exec Dir Procurement
GREG CUNNINGHAM
Chief HCC Police
Police
RON DEFALCO
Treasurer
Treasury Operations
JOELLEN SOUCIER
Exec Dir Financial Aid
XXX
Exec Dir Libraries
Corrections
Apprenticeships
Center for Health
Science Professions
XXX
Exec Dir
Success & Completion
IRENE PORCARELLO
Interim VC for Student
Services
RUDY SOLIZ
Interim President SE
College
College Operations Student Services
XXX
Dir CoE
Material Science
XXX
Dir CoE
Logistics
MARGARET FORD-
FISHER
President NE College
College Operations Student Services
ZACHARY HODGES
President NW College
College
Operations
Student Services
XXX
Dir CoE
Engineering
XXX
Dir CoE
Media Arts &
Technology
XXX
Dean CoE
Global Energy
Institute
XXX
Dir CoE
Public Safety Institute
XXX
CoE
*Transportation
WILLIAM HARMON
President Central
College
College Operations Student Services
PHILLIP NICOTERA
President Coleman
College
College Operations Student Services
XXX
Dean CoE
Health Sciences
XXX
Dir CoE
Consumer Arts
Sciences
XXX
Dir CoE
Construction
XXX
*CoE
Aviation
CHERYL STERLING
AVC, Student Success
PARVIN
BAGHERPOUR
AVC International
Student Services
XXX
Exec Dir Student
Learning & Support
District Student
Services
Instructional Learning
Support
District International
Student Services
FENA GARZA
President SW
College
College Operations Student Services
XXX
Dir CoE
Adv Manufacturing
XXX
Dir CoE
Digital & Info
Technology
XXX
** CoE
Robotics
New/)Repurposed)posi?on)
Change)in)Repor?ng)Structure)
STUDENT)SERVICES)
Created Nov/Dec 2015
9

10. 10
Student
Svc
Fin &
Admin
Gen
Counsel
Planning &
IE
Com &
Marketing
Instruction
Organizational Alignment – Functional View
10
Value Zone
(delivery)
Empowerment Zone
(resource mgmt)
Strategy

11. 11
Student Services Redesign Criteria
11
A. Be aligned with the strategic plan.
B. Improve student satisfaction.
C. Empower delegation to the Value Zone.
D. Right size span of management
E. Improve communications.
F. Reduce process (cycle) time.
The new structure should:

12. Matching Structure to Strategy
Basic Structures
Functional
• Undifferentiated market
• Scale of expertise
• Long life cycles
• Common standards
Geographical
• Service on site
• Appear local
• Geographic market
• Low transport cost
Process
• Potential for change
• Need for reduced cycle
• Strong alt to functional
• Reduced costs
12

13. Matching Structure to Strategy
Basic Structures
Functional
• Undifferentiated market
• Scale of expertise
• Long life cycles
• Common standards
Geographical
• Service on site
• Appear local
• Geographic market
• Low transport cost
Process
• Potential for change
• Need for reduced cycle
• Strong alt to functional
• Reduced costs
13

14. Matching Structure to Strategy
Basic Structures
Functional
• Undifferentiated market
• Scale of expertise
• Long life cycles
• Common standards
Geographical
• Service on site
• Appear local
• Geographic market
• Low transport cost
Process
• Potential for change
• Need for reduced cycle
• Strong alt to functional
• Reduced costs
14
Reinforcing lateral constructs are key to hybrid structure

15. 15
2003

16. 16
16

17. 17
17

18. 18
Abandoned Calls
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
56,400 in 2014Q1
18

19. 19
Call Center Dashboard - Financial Aid
19

20. 20
HCC Police Transformation

21. 21
Material Covered
• Why
• How
• Benefits
• For Police & you
• When
• Decision points moving forward
21

22. 22
Why?
The challenge was to improve police and security service delivery and quality
across the district.
• The plan was developed by the District Lieutenants as their best
recommendation to improve our Department and service to you the
community
• The group studied and mapped data:
o Crime reports and calls for police services
o Population in the in each building, over each week & day
o Response times, for staff to arrive at scenes
o Quality of service/training/operations
22

23. 23
Why? Part 2
• Identified core services
• Clustered patrol beats without regard for college geography
• Identified training needs for the police
The mission was to improve safety:
• Assign people where they are needed
• Ensure officers’ movements are fluid and able to move to
problems as they occur
• Ensure higher levels of safety by having multiple units assigned
to each call when needed
• Deploy more supervisors to be “hands on” at incidents to ensure
quality outcomes
23

24. 24
How?
All police and security staff will work four (4) 10 hour shifts each week.
This provides shift overlap on every shift to:
• Provide coverage during Roll Call periods
• Double the number of staff available during peak service times
• Never leave the college without out police staff to serve them
Provide Command Level leadership on each shift
24

25. 25
How? Part 2
Mobility: Move multiple people to calls for service, for officer safety and
management of more serious incidents and assign them to different
jobs/assignments over a single work day where they can bring value
Campus familiarity: Now 2 or 3 officers know your campus. With this plan, 30
officers will be familiar the first year, and more the second year
Community policing is not, “one and the same officer” everyday … it is teams of
officers who know the community and the geography who work together with the
community to identify, and correct problems. More familiarity and eyes, see and
correct more issues
25

26. 26
Before and After
Day and Night Shifts
When complete:
• Increase in police supervision
• Increase in police officers, especially during peak times
• Campuses will continue to have foot/bike and vehicle
patrol
26

27. 27
Benefits
• Commanders on all shifts
• The Staff work and train in teams
(improve emergency response)
• Additional supervision in the field
monitoring work
• Additional opportunities for police
to exercise all their skills due to
changing assignments
• Leverage security CCTV and
access control systems better
• Consistent services to all
campuses
• Consolidated communication and
messaging to staff; life saving
material like this:
https://www.dea.gov/video_clips/Fentany
l%20Roll%20Call%20Video.mp4
• More assets available when
needed
• Officers will learn and get to know
more members of the community
and campuses
27

28. 28
When?
• New Headquarters is complete
• Lieutenants move Oct 24
• Sergeants and Corporals move Nov 7
• Police move Nov 28
• Security move Jan 2
You will begin to see changes in people and coverages after Nov 28
28

29. 29
Impact on Campus
Upcoming Changes – communication channels
Use the new non-emergency service line/on-line request for all special non
emergency services
• Emergency or need police now! 8-8888
• An event or need something tomorrow. 8-8190 or by Winter Break …
request on line at the police website (being developed now)
• Need police to speak at your event? 8-8190
• Having a major event and need parking control? 8-8190
• Need an officer assigned to a meeting or event? 8-8190
29

30. 30
Impact on the Campus
Upcoming Changes – Items to be managed by colleges
• Small event parking (cone placement)
• Report your schedules (open/closed/holiday etc.) 8-8190 – will develop
protocol
• Distribute parking pass holders, maps and general information to faculty,
students and staff at your information counters
• Take ownership of opening and closing your campus until the security
retrofit is complete - Police will visit with each COO to coordinate
• if you have a Campus Manager please open your building; if you
have multiple buildings on a campus, police will continue to help
• Facilities suggestion to common key classrooms and issue keys to
faculty enables the Campus tech to manage perimeter doors rather
than classroom unlocking (a possible solution for all)
30

31. 31
Houston Community College
31

32. 32
32